Marketing and Sales Manager
The Working Company CA, WA, MN,NY, HI, MA MA
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Marketing and Sales Manager
CA, WA, MN,NY, HI, MA, MA
Primary Position Duties:
Engages in superior customer service by making information readily available
Persists in sales even in the face of failure
Demonstrates products and services as deemed necessary by clients and management
Schedules appointments and meetings as necessary
Answers questions from clients
Makes product knowledge readily available to self and other sales people through various resources
Finds ways to sell products in the face of a down market
Researches client base to find new types of customers and sells to them accordingly
Creates a plan for gaining customers and then retaining them based on warranties or guarantees
Analyzes and creates a plan for engaging the target market
Analyzes the competition to create a plan for engagement
Makes product appeal to the target market
Trains other sales people in the art of selling
Makes sure that all salespeople meet quota during a given period
Sets up booths at trade shows and demonstrates the quality or uses of a product
Demonstrates superior time management skills and meets sales deadlines
Education or Skills:
1. Product Knowledge
A sales rep who doesn’t perfectly understand the product they’re selling is a completely ineffective rep. Product training should be one of the very first things you teach new reps – they should be able to explain in detail how each product works, what business value it offers, and the reasons it appeals to your company’s ideal customers. This will help ISRs (Inside Sales Reps) craft their sales pitch effectively, and ensure they highlight each product’s strongest features. Deep product knowledge is honestly one of the few things that
separates the top 1% of reps
from the rest
2. Strategic Prospecting Skills
Once ISRs have the product knowledge to sell, it’s time to do some prospecting. However, while many sales leaders have their quota-carrying reps also do early cold-calling, I actually don’t suggest for ISRs to do cold calling. From a unit-economics perspective, it is obviously considerably more cost-effective to have your Sales Development Reps (SDRs) do cold calls, while your quota-carrying ISRs should be doing more sophisticated prospecting – what I call “strategic prospecting”. This means searching for referrals through existing connections to new prospects that fit the target buyer or ideal customer profile. It’s also important for
reps to go back to Closed-Lost opportunities
with whom they already had previous conversations and try to revive them. Another strategic prospecting activity is to ask for referrals from existing customers, and even talk your investors (VCs) for referrals to their portfolio companies. All of this is fair game for the quota-carrying ISRs to do prospecting.
3. Rapport Building on the Call
ISR’s have a disadvantage over outside sales in that they’re not meeting with prospects face-to-face. This means they have to work harder to build a connection with busy and sometimes hostile strangers over the phone. Some sales reps already have a natural ability to
create an instant rapport
with a prospect, and only have to finesse it. Other reps can learn to research prospects in advance and find common ground to empathize with the person on the other end of the line. Whether you’re chatting about sports, attending the same college, or just the weather, rapport should not be underestimated.
4. Buyer-Seller Agreement
In order to set mutual expectations and to make your prospects more comfortable, sales reps should learn how to create a Buyer-Seller Agreement, (aka “
” as Sandler Sales Training calls them), to set the tone for all calls and meetings. These are verbal agreements at the beginning of the sales process that outline expectations for both sides. For example, a sales rep can ask a prospect, “Is it OK to ask a few questions about your business and then I will show you a demo of our product to see if there is a potential fit for both of us?” It allows the prospect to feel comfortable and understand what is coming next, so no one feels ambushed by the next step. It also allows the sales rep to open up a two-way street in the selling process so that both parties get to a win-win conclusion.
5. Active Listening
Most sales reps feel comfortable talking to prospects, but listening is another story. ISRs need to become proficient in
, or listening with a strict focus and asking intelligent follow-up questions. People can usually tell if you’re really listening to them, rather than just thinking about what you’ll say next – and most people appreciate a good listener. Great listening skills can help reps empathize with prospects to learn more about their business and pain points. With that knowledge, they can then sell more effectively and offer a better solution.
This is night shift and both males and females are welcomed to apply.
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