Ebook Fundamentals of sales management for the newly appointed sales manager - Part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Ebook Fundamentals of sales management for the newly appointed sales manager - Part 2
Ebook Fundamentals of sales management for the newly appointed sales manager - Part 2
N p 7*TiRecruiting,Interviewing, andHiring the Very BestThis chapter will guide you through the maze that ultimately leads to hiring the best candidat Ebook Fundamentals of sales management for the newly appointed sales manager - Part 2 te for the job. In this chapter you will see the process from finding sources for new recruits to the interview itself, extending the offer, and then signing on a new sales team member. In your own career, you have likely only been on the outside working your way in; here you will be on the inside l Ebook Fundamentals of sales management for the newly appointed sales manager - Part 2 ooking out, identifying and incorporating new sales professionals to strengthen your current team.Enhancing Your CurrentTeamYou might think that in orEbook Fundamentals of sales management for the newly appointed sales manager - Part 2
der to build the perfect sales force, you need to build your team from scratch. Unfortunately, you probably won't have that kind of luxury unless you N p 7*TiRecruiting,Interviewing, andHiring the Very BestThis chapter will guide you through the maze that ultimately leads to hiring the best candidat Ebook Fundamentals of sales management for the newly appointed sales manager - Part 2 e or adjust the current team. Firing the entire team is rarely an option, nor a good idea. Your recruiting realities may include a combination ofRecruiting, Interviewing, and Hiring the Very Best99be inheriting difficult personalities or marginal or low performers, you are likely also getting some v Ebook Fundamentals of sales management for the newly appointed sales manager - Part 2 ery talented sales professionals. Whatever the case, what is best for your team from this time forward will vary based on many factors. The followingEbook Fundamentals of sales management for the newly appointed sales manager - Part 2
are some of the core areas to consider:•Existing competence level of team members•Changes in business direction (introducing new products/ser-vices orN p 7*TiRecruiting,Interviewing, andHiring the Very BestThis chapter will guide you through the maze that ultimately leads to hiring the best candidat Ebook Fundamentals of sales management for the newly appointed sales manager - Part 2 culture (how the sales force fits in with the overall corporation)•Economy (recession or growth)•Major industry changes (mergers, acquisitions, expansion, contraction, etc.)Add to this list by thinking about the areas that affect your sales team and what might cause the need for minor shifts or bro Ebook Fundamentals of sales management for the newly appointed sales manager - Part 2 ad changes in your current staff.Developing Specific Criteria for the Selection ProcessYou have heard the advice to “think before you act.” When it coEbook Fundamentals of sales management for the newly appointed sales manager - Part 2
mes to the recruiting process, this especially rings true. Too often sales managers post job descriptions based on the requirements of the position buN p 7*TiRecruiting,Interviewing, andHiring the Very BestThis chapter will guide you through the maze that ultimately leads to hiring the best candidat Ebook Fundamentals of sales management for the newly appointed sales manager - Part 2 have its place in your social life, you really need to remove the emotion and base your decision to hire someone on specific criteria that you have set up and that the candidate then meets.Before searching for a candidate, managers must know whom they want for the position. A starting point would be Ebook Fundamentals of sales management for the newly appointed sales manager - Part 2 to consider the characteristics best suited for the position, and how the person in the position needs to fit with the team.In analvzine the territorEbook Fundamentals of sales management for the newly appointed sales manager - Part 2
y. the sales manager must look at both100FUNDAMENTALS OF SALES MANAGEMENTand weaknesses of the team as a whole. It is only by having goals and objectiN p 7*TiRecruiting,Interviewing, andHiring the Very BestThis chapter will guide you through the maze that ultimately leads to hiring the best candidat Ebook Fundamentals of sales management for the newly appointed sales manager - Part 2 due to all the costs in money and time associated with hiring and training.Some core questions to ask are:•Is this a new territory?•If so, is it similar to any other territory?•Is the territory open due to either turnover, termination, or promotion?•What worked with the person who represented the t Ebook Fundamentals of sales management for the newly appointed sales manager - Part 2 erritory?•What areas need improvement?•What personality styles would best fit this territory?•Will it require a significant amount of prospecting or wEbook Fundamentals of sales management for the newly appointed sales manager - Part 2
ill it require more servicing and relationship building?•What technical expertise, if any, is required?•Is this an isolated territory where the salespN p 7*TiRecruiting,Interviewing, andHiring the Very BestThis chapter will guide you through the maze that ultimately leads to hiring the best candidatN p 7*TiRecruiting,Interviewing, andHiring the Very BestThis chapter will guide you through the maze that ultimately leads to hiring the best candidatGọi ngay
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