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After years of assessing sales people in all types of industries involved in all kinds of B2B sales with the worlds #1 sales assessment (Objective Management Group Sales Evaluation) I believe I know that the makeup is for someone that can execute what Susan Scott calls ''Fierce Conversations''. Motivated to be successful in selling.
Using the aforementioned pipeline metrics to forecast the commercial business drivers well into the future, segmented by the lines of products, market segments, etc to report to the C-level executives and board of directors. Recruiting and interviewing strategic candidates and attending case-study interviews for individual contributors.
Certainly, if your team already consisted of the right combination of challenger, farmer, hunter, accountmanager, consultative seller, then you wouldn''t be reading this article or series. Motivated to be successful in selling. What needs to be considered is what makes the challenger a challenger?
Direct sales reps get comped on the initial sale and hands the customer off to AccountManagement on day one. DON’T pit your Direct Sales and AccountManagement/Customer Success teams against each other. At some point an AccountManager gets involved to renew and upsell the customer.
Imagine you're a hiring manager conducting interviews for an accountmanager position. Issues taking feedback, inadequate emotional intelligence , and a lack of motivation caused more employees to fail than gaps in technical job competency. Avoid these at all costs to make sure your next new hire succeeds.
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