1.) Andrew, what have you learned through your experiences with sales assessment? What is the most special knowledge you have gleaned?
The most significant lesson/surprise is that many salespeople have been placed in their current positions simply because there was a need and they were in the market, and the hiring manager thought they would be a good work well with the team.
The most important lesson we’ve learned is that ‘being accessible and appearing like someone you can trust is not enough motives to hire salespeople.
The most difficult challenge we face is breaking negative news about the capabilities of their sales team, an executive in charge of sales.
2.) Which is the most important thing a person must do following the assessment of sales?
If an applicant is not getting good results, they may rethink whether they’re performing their job correctly. Typically, salespeople are looking for sales positions with more prominent titles, only to find them challenging, less successful, and feel unhappy. By taking an opportunity for which they’re a perfect fit regardless of their job title, they’ll succeed more, be more content, and eventually enjoy their work in sales.
If they get results that show they’re doing a good job but aren’t able to do the job, They should collaborate with their employer in order to enhance their abilities and by their successes and satisfaction. For success in sales, you must be able to enjoy the work you do.
Rule number 1 – make sure you’re in the correct position;
Rule number 2 – make sure that you have the proper training to perform the job.
Rule number 3: Don’t believe that the grass is always greener in other areas. Take advantage of your newfound joy and happiness.
3.) Which way did you start your career in sales?
I began my career as an electronic engineer in the seventies. I started then entered the nascent field of computer engineering in the latter part of the seventies. After obtaining my certification in the field of computer engineering, I became a product specialist for an Intel Partner just at the beginning of Intel and Microchip. After being employed in this position for a couple of months, I noticed that I was creating products that led to the client buying without sales personnel being involved, so I changed my position to “technical sales”.
After a couple of years of this, I was offered an actual sales position in the mid-’80s for a British firm that manufactured Ethernet components right in the midst of the network revolution. first selling, later overseeing European sales, and later worldwide sales.
In the mid-80’s I made my way into one of the largest US Telco, just as the telecoms industry was undergoing deregulation, and I was able to make a name for myself there prior to my move into business life at ICL in the middle of the ’90s.
I quit ICL to establish my first business in sales training (Intellectual Capital Development Ltd that’s still in operation) in 2000. I developed the basis for the Fit-4 product at the same time.
4.) What were your most challenging sales to date?
My most challenging sale was convincing my wife it was appropriate for me to quit the safety of a high-paying corporate job to “risk everything” for my very own company! I am grateful that it was a successful one! Otherwise, I wouldn’t be talking about it now!
5) Most memorable sale? Was it due to cash, the adrenaline, or the recognition force?
None of the above, but it was notable because it was the sole sale I was not sure I would make. Making the decision to go it alone is a huge step, particularly when you have children at private schools as well as an expensive home to manage. I’m sure it was the right decision; however, I was searching for motives that I could “lose my deal” throughout. The reason I sold to my wife, as well as to myself!
6) Which sales books do you enjoy and would you recommend?
My top book is “Every Business is a Growth Business” written by Charan & Tichy (because if you’re not running your business for expansion, then you’re an organization that is charitable! ) as well as “Differentiate or die” written by Jack Trout (because if you aren’t able to differentiate your offerings, it’s not worth staying in business! ).
7.) Which is the most costly error you’ve seen in a sales professional?
One of the biggest mistakes most people commit is to look at their competition with great detail. However, they do not take the time to analyze their customers’ company in that level of depth.
How insane is this? The result is that they end up creating their businesses as “followers” towards their competition and trying to keep pace with them instead of trying to lead and innovate. We all know that there’s no prize when you’re second on sales. Perhaps certain businesses “design to be” to be second??
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