Harvard Business Review: Stop Trying to Delight Your Customers (Long Read) Sales and Selling |
- Harvard Business Review: Stop Trying to Delight Your Customers (Long Read)
- Finally got an offer!!
- From Firefighter to SDR — My Story!
- Want to be successful in Sales? Sell what you understand
- What types of questions do you ask interviews with future co-workers?
- Anyone here work sales or BDR at CloudFlare?
- Advice on job offers (cars or in home sales)
- Moving from Sales to Sales Leadership - Tradeoffs?
- I'm approaching graduation, should I continue at my SAAS start-up or go for the corporate route?
- B2B - I'm not hearing back from customers after negotiating a deal and agreeing on a operations plan
- What is the most lucrative sales industry?
- Working at Salesforce
- How to get first sale in new industry
- Sales Resume Feedback
- Josh Braun - IT Sales
- Interview tip advice when balancing multiple potential offers?
- One Sheet Best Practices?
- Getting into an entry sales role.
- Recruiter pushing face to face interactions representing a fortune 500 company. Is this a scam?
- Is it possible to use a company's investor relations contact as a method for contacting certain teams?
- Starting course for a starting rep
- Has there ever been sales professionals in Europe making millions or is that really an American thing?
- Direct salespeople of R/sales. What legends in your industry should others know about? What’s their story?
- Pooling sales
| Harvard Business Review: Stop Trying to Delight Your Customers (Long Read) Posted: 24 Aug 2020 06:15 AM PDT Original Article: https://hbr.org/2010/07/stop-trying-to-delight-your-customers --------------------- Stop Trying to Delight Your Customersby Matthew Dixon, Karen Freeman and Nicholas Toman (From the July–August 2010 Issue ) The idea that companies must "delight" their customers has become so entrenched that managers rarely examine it. But ask yourself this: How often does someone patronize a company specifically because of its over-the-top service? You can probably think of a few examples, such as the traveler who makes a point of returning to a hotel that has a particularly attentive staff. But you probably can't come up with many. Now ask yourself: How often do consumers cut companies loose because of terrible service? All the time. They exact revenge on airlines that lose their bags, cable providers whose technicians keep them waiting, cellular companies whose reps put them on permanent hold, and dry cleaners who don't understand what "rush order" means. Consumers' impulse to punish bad service—at least more readily than to reward delightful service—plays out dramatically in both phone-based and self-service interactions, which are most companies' largest customer service channels. In those settings, our research shows, loyalty has a lot more to do with how well companies deliver on their basic, even plain-vanilla promises than on how dazzling the service experience might be. Yet most companies have failed to realize this and pay dearly in terms of wasted investments and lost customers. To examine the links between customer service and loyalty, the Customer Contact Council, a division of the Corporate Executive Board, conducted a study of more than 75,000 people who had interacted over the phone with contact-center representatives or through self-service channels such as the web, voice prompts, chat, and e-mail. We also held hundreds of structured interviews with customer service leaders and their functional counterparts in large companies throughout the world. (For more detail, see the sidebar "About the Research.") Our research addressed three questions:
Two critical findings emerged that should affect every company's customer service strategy. First, delighting customers doesn't build loyalty; reducing their effort—the work they must do to get their problem solved—does. Second, acting deliberately on this insight can help improve customer service, reduce customer service costs, and decrease customer churn. Trying Too HardAccording to conventional wisdom, customers are more loyal to firms that go above and beyond. But our research shows that exceeding their expectations during service interactions (for example, by offering a refund, a free product, or a free service such as expedited shipping) makes customers only marginally more loyal than simply meeting their needs. For leaders who cut their teeth in the service department, this is an alarming finding. What contact center doesn't have a wall plastered with letters and e-mails from customers praising the extra work that service reps went to on their behalf? Indeed, 89 of the 100 customer service heads we surveyed said that their main strategy is to exceed expectations. But despite these Herculean—and costly—efforts, 84% of customers told us that their expectations had not been exceeded during their most recent interaction. One reason for the focus on exceeding expectations is that fully 80% of customer service organizations use customer satisfaction (CSAT) scores as the primary metric for gauging the customer's experience. And managers often assume that the more satisfied customers are, the more loyal they will be. But, like others before us (most notably Fred Reichheld), we find little relationship between satisfaction and loyalty. Twenty percent of the "satisfied" customers in our study said they intended to leave the company in question; 28% of the "dissatisfied" customers intended to stay. The picture gets bleaker still. Although customer service can do little to increase loyalty, it can (and typically does) do a great deal to undermine it. Customers are four times more likely to leave a service interaction disloyal than loyal. Another way to think about the sources of customer loyalty is to imagine two pies—one containing things that drive loyalty and the other containing things that drive disloyalty. The loyalty pie consists largely of slices such as product quality and brand; the slice for service is quite small. But service accounts for most of the disloyalty pie. We buy from a company because it delivers quality products, great value, or a compelling brand. We leave one, more often than not, because it fails to deliver on customer service. Make It EasyLet's return to the key implication of our research: When it comes to service, companies create loyal customers primarily by helping them solve their problems quickly and easily. Armed with this understanding, we can fundamentally change the emphasis of customer service interactions. Framing the service challenge in terms of making it easy for the customer can be highly illuminating, even liberating, especially for companies that have been struggling to delight. Telling frontline reps to exceed customers' expectations is apt to yield confusion, wasted time and effort, and costly giveaways. Telling them to "make it easy" gives them a solid foundation for action. Telling reps to exceed customers' expectations is apt to yield confusion, wasted time and effort, and costly giveaways. What exactly does "make it easy" mean? Simply: Remove obstacles. We identified several recurring complaints about service interactions, including three that focus specifically on customer effort. Customers resent having to contact the company repeatedly (or be transferred) to get an issue resolved, having to repeat information, and having to switch from one service channel to another (for instance, needing to call after trying unsuccessfully to solve a problem through the website). Well over half the customers we surveyed reported encountering difficulties of this sort. Companies can reduce these types of effort and measure the effects with a new metric, the Customer Effort Score (CES), which assigns ratings from 1 to 5, with 5 representing very high effort. (For details, see the sidebar "Introducing the Customer Effort Score.") During our study, we saw many companies that had successfully implemented low-customer-effort approaches to service. Following are five of the tactics they used—tactics that every company should adopt. 1. Don't just resolve the current issue—head off the next one.By far the biggest cause of excessive customer effort is the need to call back. Many companies believe they're performing well in this regard, because they have strong first-contact-resolution (FCR) scores. (See the sidebar "What Should You Measure?") However, 22% of repeat calls involve downstream issues related to the problem that prompted the original call, even if that problem itself was adequately addressed the first time around. Although companies are well equipped to anticipate and "forward-resolve" these issues, they rarely do so, generally because they're overly focused on managing call time. They need to realize that customers gauge the effort they expend not just in terms of how an individual call is handled but also according to how the company manages evolving service events, such as taking out a mortgage or setting up cable service, that typically require several calls. Bell Canada met this challenge by mining its customer interaction data to understand the relationships among various customer issues. Using what it learned about "event clusters," Bell began training its reps not only to resolve the customer's primary issue but also to anticipate and address common downstream issues. For instance, a high percentage of customers who ordered a particular feature called back for instructions on using it. The company's service reps now give a quick tutorial to customers about key aspects of the feature before hanging up. This sort of forward resolution enabled Bell to reduce its "calls per event" by 16% and its customer churn by 6%. For complex downstream issues that would take excessive time to address in the initial call, the company sends follow-up e-mails—for example, explaining how to interpret the first billing statement. Bell Canada is currently weaving this issue-prediction approach into the call-routing experience for the customer. Fidelity uses a similar concept on its self-service website, offering "suggested next steps" to customers executing certain transactions. Often customers who change their address online call later to order new checks or ask about homeowners' or renters' insurance; therefore, Fidelity directs them to these topics before they leave the site. Twenty-five percent of all self-service transactions on Fidelity's website are now generated by similar "next issue" prompts, and calls per household have dropped by 5% since the policy began. 2. Arm reps to address the emotional side of customer interactions.Twenty-four percent of the repeat calls in our study stemmed from emotional disconnects between customers and reps—situations in which, for instance, the customer didn't trust the rep's information or didn't like the answer given and had the impression that the rep was just hiding behind general company policy. With some basic instruction, reps can eliminate many interpersonal issues and thereby reduce repeat calls. One UK-based mortgage company teaches its reps how to listen for clues to a customer's personality type. They quickly assess whether they are talking to a "controller," a "thinker," a "feeler," or an "entertainer," and tailor their responses accordingly, offering the customer the balance of detail and speed appropriate for the personality type diagnosed. This strategy has reduced repeat calls by a remarkable 40%. One company teaches its reps how to listen for clues to a customer's personality type and tailor their responses accordingly. The lighting company Osram Sylvania sifts through its call transcripts to pinpoint words that tend to trigger negative reactions and drive repeat calls—words like "can't," "won't," and "don't"—and coaches its reps on alternate phrasing. Instead of saying "We don't have that item in stock," a rep might explain, "We'll have stock availability for that item in two weeks." Through such simple changes in language, Osram Sylvania has lowered its Customer Effort Score from 2.8 to 2.2—18.5% below the average we see for B2B companies. LoyaltyOne, the operator of the AIR MILES reward program, teaches reps to probe for information they can use to better position potentially disappointing outcomes. A rep dealing with a customer who wants to redeem miles for an unavailable flight might learn that the caller is traveling to an important business meeting and use this fact to put a positive spin on the need to book a different flight. The rep might say, "It sounds like this is something you can't be late for. The Monday morning flight isn't available, but with potential delays, you'd be cutting it close anyway. I'd recommend a Sunday evening flight so that you don't risk missing your meeting." This strategy has resulted in an 11% decrease in repeat contacts. 3. Minimize channel switching by increasing self-service channel "stickiness."Many companies ask, "How can we get our customers to go to our self-service website?" Our research shows that in fact many customers have already been there: Fifty-seven percent of inbound calls came from customers who went to the website first. Despite their desire to have customers turn to the web, companies tend to resist making improvements to their sites, assuming that only heavy spending and technology upgrades will induce customers to stay there. (And even when costly upgrades are made, they often prove counterproductive, because companies tend to add complicated and confusing features in an attempt to keep up with their competitors.) Customers may become overwhelmed by the profusion of self-service channels—interactive voice response, websites, e-mail, chat, online support communities, social media such as Facebook and Twitter, and so on—and often lack the ability to make the best choice for themselves. For example, technically unsophisticated users, left to their own devices, may go to highly technical online support communities. As a result, customers may expend a lot of effort bouncing between channels, only to pick up the phone in the end. Cisco Consumer Products now guides customers to the channel it determines will suit them best, on the basis of segment-specific hypotheses generated by the company's customer experience team. Language on the site's home page nudges technology gurus toward the online support community; those with less technical expertise are steered toward knowledge articles by the promise of simple step-by-step instructions. The company eliminated the e-mail option, having found that it didn't reliably reduce customer effort. (Our research shows that 2.4 e-mails, on average, are needed to resolve an issue, compared with 1.7 calls.) When Cisco Consumer Products began this program, in 2006, only 30% of its customer contacts were handled through self-service; the figure today is 84%, and the volume of calls has dropped accordingly. Travelocity reduced customer effort just by improving the help section of its website. It had learned that many customers who sought solutions there were stymied and resorted to the phone. By eliminating jargon, simplifying the layout, and otherwise improving readability, the company doubled the use of its "top searches" and decreased calls by 5%. 4. Use feedback from disgruntled or struggling customers to reduce customer effort.Many companies conduct postcall surveys to measure internal performance; however, they may neglect to use the data they collect to learn from unhappy customers. But consider National Australia Group's approach. The company has frontline reps specifically trained to call customers who have given it low marks. The reps focus first on resolving the customers' issues, but they also collect feedback that informs service improvements. The company's issue-resolution rate has risen by 31%. Such learning and intervention isn't limited to the phone channel. Some companies monitor online behavior in order to identify customers who are struggling. EarthLink has a dedicated team of reps who step in as needed with clients on its self-service website—for example, by initiating a chat with a customer who has spent more than 90 seconds in the knowledge center or clicked on the "Contact Us" link. This program has reduced calls by 8%. 5. Empower the front line to deliver a low-effort experience.Incentive systems that value speed over quality may pose the single greatest barrier to reducing customer effort. Most customer service organizations still emphasize productivity metrics such as average handle time when assessing rep performance. They would be better off removing the productivity "governors" that get in the way of making the customer's experience easy. An Australian telecommunications provider eliminated all productivity metrics from its frontline reps' performance scorecards. Although handle time increased slightly, repeat calls fell by 58%. Today the company evaluates its reps solely on the basis of short, direct interviews with customers, essentially asking them if the service they received met their needs. Freed to focus on reducing customer effort, frontline reps can easily pick low-hanging fruit. Ameriprise Financial, for example, asks its customer service reps to capture every instance in which they are forced to tell a customer no. While auditing the "no's," the company found many legacy policies that had been outmoded by regulatory changes or system or process improvements. During its first year of "capturing the no's," Ameriprise modified or eliminated 26 policies. It has since expanded the program by asking frontline reps to come up with other process efficiencies, generating $1.2 million in savings as a result. Some companies have gone even further, making low customer effort the cornerstone of their service value proposition and branding. South Africa's Nedbank, for instance, instituted an "AskOnce" promise, which guarantees that the rep who picks up the phone will own the customer's issue from start to finish. The immediate mission is clear: Corporate leaders must focus their service organizations on mitigating disloyalty by reducing customer effort. But service managers fretting about how to reengineer their contact centers—departments built on a foundation of delighting the customer—should consider this: A massive shift is under way in terms of customers' service preferences. Although most companies believe that customers overwhelmingly prefer live phone service to self-service, our most recent data show that customers are, in fact, indifferent. This is an important tipping point and probably presages the end of phone-based service as the primary channel for customer service interactions. For enterprising service managers, it presents an opportunity to rebuild their organizations around self-service and, in the process, to put reducing customer effort firmly at the core, where it belongs. [link] [comments]  |
| Posted: 24 Aug 2020 11:24 AM PDT After months of applying and dozens (probably hundreds) of applications, I finally got an offer! It's a 3-month contract-to-hire with a SaaS company. Has anyone had experience with a contract to hire position and can shed a little light on it for me? [link] [comments]  |
| From Firefighter to SDR — My Story! Posted: 24 Aug 2020 04:01 PM PDT Hey everyone! I just wanted to post my story to give anyone reading looking for a job some inspiration. I was able to land an SDR job at an amazing company with no experience and no degree. Here's my story: I'm 29 and a full time firefighter for a large city in the southeast. I also have a part time job. Between both jobs I was working 80+ hours a week. With a wife and baby at home something had to give. Around 4 months ago I began searching for an SDR job at a SaaS company. Why software and why sales? Software is mostly inside sales so the work life balance would be awesome. And sales is extremely appealing because it's an incentivized career. The harder you work and more sales you make, the more money you earn - which is vastly differently than public safety. I began reaching out to hiring managers on LinkedIn and cold emailing them letting know that I applied. This was extremely effective at getting me interviews which was awesome! I made it to the final round of interviews with a few companies but didn't get an offer. With COVID and all the layoffs, I was going against a lot of people with more experience and time in the industry. Then one day I came across Austin Belcak's article. In the article he spells out how to get a job anywhere without connections. The main premise I got out of the article was to build relationships at a company and hopefully get a referral. So how do you do this? I began reaching out to people at the company who had done the same thing I wanted to do—make a career switch into sales from a non traditional background. So I began cold emailing people who fit my criteria. One guy responded and we had a great conversation, which led to him referring me to someone else, and they referred me to someone else. So to some it up, I built relationships. Genuine relationships. The company wasn't hiring when I did all this, but by the time an SDR spot became open, I was top of mind. TLDR: Read article. Cold outreach to people you have something in common with. Build relationships. Get a referral. [link] [comments]  |
| Want to be successful in Sales? Sell what you understand Posted: 23 Aug 2020 03:31 PM PDT Long. Doesn't matter what it is - hardware, software, services, cars, black market kidneys, real estate, magazine subscriptions or knives. Sell what you understand the purpose of. Why would people/business use it, and why would they use it over something else they're using right now. I recently got into a position where people sell to me, and I can't believe how many of us are bad at out jobs, just because we don't care. People can't even describe what it is they're selling, can't answer any questions, and just follow the script the marketing gave them. Why in the world would anyone spend time even talking to someone like that? Just pisses me off, when I see how much "stupid" time and effort people are putting in the outreach, to just fail miserably when I do take a call. Slack lady chocked up when I asked how is Slack better over what we use right now. Lady, you don't think your prospects might have a competing product already? How do you not have an even bs answer? Recruiting rep couldn't tell me why would I use him over my internal recruiters. And don't even get me started on the startups that sell "smart acceleration platform for operations optimization", and just send you links to their website hoping you'd figure out yourself what exactly it does. Find "products" you genuinely think are good, and ask for a job at that company. That boomer advice of just knocking at the door and asking for a job is a good advice - a passionate sales person is extremely rare to find. You will set up yourself for success when you sell what you like, when you can genuinely talk about your product, your business and your clients for hours. You're a passionate cook? Sell the sharpest best quality knives to other cooks. You had a small business? Sell Shopify subscriptions because it helped you set up your online ordering system. You're into music? Sell music editing software to young artists. You're a drug addict? Sell best weed on your corner and meth that'll fck you up like no other! But please don't waste your time doing what you don't understand. Being a sales person is just like being an entrepreneur - all the benefits and almost no risks. Why not pick the job you want? [link] [comments]  |
| What types of questions do you ask interviews with future co-workers? Posted: 24 Aug 2020 08:37 AM PDT |
| Anyone here work sales or BDR at CloudFlare? Posted: 24 Aug 2020 05:54 AM PDT Background: I have a buddy who works there who could help me at least interview for BDR, but i am currently in sales and have no doubt i could at least get an entry level BDR. My question is, how is the company? Culture? How's the work life balance? Advancement opportunities? If it matters, I'm lookin at the Austin location. [link] [comments]  |
| Advice on job offers (cars or in home sales) Posted: 24 Aug 2020 04:02 PM PDT Hey everyone, been a lurker for awhile but am really torn on job offers I've gotten. I am an entrepreneur that ran a family business and have decided it's time for a change of scenery. Business has taken a hit the last few years and since its in a retail environment I don't foresee it getting much better. I've interviewed and gotten job offers for 3 roles Car sales at a Chevy/Cadillac dealer in one of the highest volume dealers around (500 cars a month) in the internet department. Basically taking in internet leads and closing. 5 days a week and every third Sunday. I was told to expect 80k a year my first year with some guys hitting 200k when established. In home roofing/windows sales with a large construction company. Leads are provided 2 per day minimum 6 days a week. Straight commission with bonuses. Salesman bring in between 70k-250k according to the GM. In home bath remodeling sales. Very similar to the roofing gig, they are a home depot partner, 2 leads per day minimum 6 days a week. This one has a draw weekly but I was told by the manager 150k is a realistic first year if you hustle. Benefits are all very similar with each job, my main concern is wear and tear on my vehicle but at the same time I don't mind the idea of not being in an office all day. What would you guys do? I've looked for SaaS gigs around me but my experience is limited and I live in a very rural part of the country without a big city around so I haven't been able to find much. Thanks for the feedback ahead of time! [link] [comments]  |
| Moving from Sales to Sales Leadership - Tradeoffs? Posted: 24 Aug 2020 04:02 PM PDT I've been thinking about moving into sales leadership because I've always enjoyed coaching and mentoring others, and it seems more aligned with what brings me satisfaction. Been a top performing enterprise sales rep at a SaaS company for a couple years. Company has about 3k employees. Thinking about lobbying for a promotion internally as leadership positions open over the next year. For those who have moved into sales management, what do you like and not like compared to your old role? What is better and what is worse? [link] [comments]  |
| I'm approaching graduation, should I continue at my SAAS start-up or go for the corporate route? Posted: 24 Aug 2020 03:35 PM PDT I know this question has been asked a lot but I haven't found an answer tailored to my situation so I wanted to ask it. I'm a finance major who's graduating in December. Since last summer I've been working at a SAAS Start-up (part-time/full time). I was their first sales hire, I've basically built all our processes and our client base. We've experienced a lot of growth (even with COVID we're doing okay). My salary is relatively low which I was fine with because I'm young and just needed money for rent and school stuff. But now that I'm approaching graduation I'm thinking about getting more serious. All my friends in business school are applying to the big consulting firms and banks while I have a guaranteed job at the start-up. I'm very close with the founders, I'm given a lot of control in the company and feel important here. They've assured me that I'll be running my own division as we grow and my salary of course will increase too. The entire company is bootstrapped so we are good financially and don't rely on VC's or investors. I've always been an entrepreneur and know that the start-up life is for me. But just watching everyone around me going through the traditional recruitment process with corporations makes me feel like I'm doing something wrong. I feel that maybe I should gain some experience at an established firm before I go straight from college into a start-up. Has anyone been in a similar position? I really believe in this company but I'm just afraid that if something goes wrong I'll be un-hirable without any big firm experience. [link] [comments]  |
| B2B - I'm not hearing back from customers after negotiating a deal and agreeing on a operations plan Posted: 24 Aug 2020 03:33 PM PDT Do you guys find other ways besides emailing and calling to hear back from a customer on a possible deal. I just want a yes or a no from the customer. I don't hear back when I email or call. The long wait gets frustrating. [link] [comments]  |
| What is the most lucrative sales industry? Posted: 24 Aug 2020 03:37 AM PDT EDIT don't share the specific industry if you wish. I just want to know about the silly amounts of money being thrown around! I'm wanting to know about the ridiculous bonuses, the crazy base salaries and the highly underrated industries that you've heard about. I don't even care if it's just a story you've heard. I worked closely with an engineer that was part of the team that designed the first pace maker in Australia. He said the sales reps went from normal everyday lifestyles to Ferrari's within 2 weeks after making their first sales. Was it true? Not sure but crazier things have happened! [link] [comments]  |
| Posted: 24 Aug 2020 02:58 PM PDT Hello, Do any of you have experience working at Salesforce in some type of sales role? If yes, Is their structure full cycle or split between AE and. BDR/SDR team? What's the company culture like? Is it a good place to work? I read they want full cycle experience, does that mean I could have experience in being a BDR as well as an AE and get hired? [link] [comments]  |
| How to get first sale in new industry Posted: 24 Aug 2020 02:56 PM PDT I recently took a job selling for a web development team working on e-commerce development. I was given a cold lead list and told to start dialing. What advice do you pros have for me to get some deals and make some money this year? [link] [comments]  |
| Posted: 24 Aug 2020 10:58 AM PDT https://imgur.com/gallery/Xxam3AX Hey everybody, So the position I'm applying for is to measure and sell window coverings/window treatment services to clients in their homes. I haven't worked a position like this before but sales isn't something new to me. What faults does my resume have and what do you think can be done to improve? Any tips on how I can present myself better on my resume or during the interview? What should I expect to be asked during the interview? Thank you in advance. [link] [comments]  |
| Posted: 24 Aug 2020 01:29 PM PDT Has anybody here utilized Josh Braun's sales methodology in IT sales? [link] [comments]  |
| Interview tip advice when balancing multiple potential offers? Posted: 24 Aug 2020 01:17 PM PDT Heres some context, have my third interview with a company on Friday with an unbelievably high base plus uncapped. Really hope I get offered the position but no guarantees. I also have an interview with another company on Thursday that specifically states to sell yourself at the end of the interview. I have no problem doing so but I would feel bad if I got in a position where I sold myself and asked for the position, when I'll just deny it if I get offered the first position I mentioned. To make this situation more fitting, I actually know the VP of sales of the second company and that's the person I'm interviewing with on Thursday and don't want to burn any bridges. Any tips or suggestions would help. [link] [comments]  |
| Posted: 24 Aug 2020 12:35 PM PDT I've recently migrated into a "sales support" role which essentially means I do everything except the final closing call. (Prospecting, educating, demos, qualifying, and all on boarding, client success, etc.) I'm working on new "one sheets" for some products and I can't get sales and marketing to agree on what the one sheets should include and look like. What are best practices you have for one sheets? What steps in the sales funnel do you utilize these most? Do you include pricing? Should the sheet be tailored to each ideal customer profile in we have several? I've recommended to my company two versions of each one sheet: one for the start of the conversation without pricing, and one for the end of the conversation with pricing. But they only want one to use all the time. Thank you so much for you advice!! [link] [comments]  |
| Getting into an entry sales role. Posted: 24 Aug 2020 12:13 PM PDT Hi all, I'm.worming for a material handling company as a graduate for the duration of 3 years (18 months into it) I do long term rotations between different departments and sales has really caught my eye. I recently applied for a sales support role at the company but unfortunately have been unsuccessful due to lack of experience. I'm really struggling with the idea of becoming a salesman as I'm.not really a people person and.dont.enjoy putting up with people's bullshit. What sort of personality qualities do you need to be a sales person. I would like to dip my toes however don't wanna fully dive in to find out I'm shit at selling. I have a degree in business management and was planning on stepping into a management role at the end. However i need some.sales experience before I do. I'm getting a little bit of experience in sales but not enough. Is there any advice you may have? I know this is very broad but I'm.genuinly.lost with my career choices. Thank you [link] [comments]  |
| Recruiter pushing face to face interactions representing a fortune 500 company. Is this a scam? Posted: 24 Aug 2020 11:29 AM PDT Hello, forgive me if this is not the right place for this. I'm a recent college graduate trying to find full-time work during the pandemic which has proved even more challenging than I thought. This morning I had two different interviews with agencies for a Marketing & Sales entry-level role. While they went well, both interviewers mentioned they focus on "face to face interactions" where they represent a fortune 500 company at local retailers. These interviews were very straightforward and almost robotic to make it sound like I was the perfect candidate. One agency has very limited reviews on GlassDoor with several 5 star reviews being shared after a single 1 star going up. The other agency did not have a registered website domain or LinkedIn/Facebook activity since January. When I asked about this they mentioned they are in the middle of moving to a new state location (coincidentally my city to be exact) and are in the process of rebranding as well as getting new business licenses. Yeah, I'm aware of how fishy this sounds but has anyone dealt with a similar process? [link] [comments]  |
| Posted: 24 Aug 2020 11:02 AM PDT I'm curious if anyone has done this, or if it's standard practice even. I was looking through an investor presentation and it cited a major problem the company has with measuring financial data after the CARES Act was enacted. Essentially the CARES Act capital befuddled this particular company's ability to gain clarity on the health of clients' finances, and I do have a method for helping them which I'm trying to sell. I do have a contact's email and am going about it that way (also via calling), but it occurred to me that it may be possible for me to just reach out to investor relations, cite the issue mentioned in their presentation, and see if they can plug me in with a more relevant person in the organization to learn about the issue in expanded form and see if I can deliver my solution to them. So I guess aside from my anecdote, my questions are:
Thanks in advance for any feedback. [link] [comments]  |
| Starting course for a starting rep Posted: 24 Aug 2020 07:11 AM PDT Hello everyone I'm starting a new sales job next week as an entry level account manager with some business development responsibilities. It's my first sales job at a B2B Company some I'm pretty physched! :-D I've been reading a lot of sales books, articles and listened to a lot of podcasts about sales in the laste 1,5 years. I'd like to try and reach my full potential asap. I know that I have a lot to learn and expect to be coached as well but I was looking into a course from a podcasting sales professional. It's from Brian Burns, you'll find a link here: https://www.b2brevenue.com/training-courses Does anyone have any experience with either the 'Get the meeting course' or 'Close the complex sale course?'. Or are there any other course you recommend for a starting sales guy? I'd like to be a sponge and soak up as much knowledge as possible to put in to practice. Thank you in advance ;-)! [link] [comments]  |
| Posted: 24 Aug 2020 10:09 AM PDT I make a very good living selling enterprise software. But, I am not making millions a year yet. [link] [comments]  |
| Posted: 24 Aug 2020 09:38 AM PDT Anyone familiar with classic in-home sales for products that require a demo can tell you it's the backbone to many rags-to-riches stories: from the times of James Kirby to Alfred Fuller in the early 1900s to Vivint 20+ years ago, many people have blossomed out of the direct sales world. From water systems to vacuums to air filtration to window/siding: Who's the Babe Ruth of your industry or someone you think people should hear about? [link] [comments]  |
| Posted: 24 Aug 2020 05:06 AM PDT Morning, In response to COVID our company has trimmed its sales force. We operate with a small base plus commission on goods sold. (Retail) One of my locations has started pooling sales between the 4 reps, they are splitting the commission 4 ways. The reps seem to enjoy it. I manage a different branch and my reps think it's crazy. I kind of like the idea? Coming up through sales I hate the idea of someone benefiting off of my work but maybe this is where the world is headed? Am I missing something? [link] [comments]  |
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