| A Managing Director of a prominent City
| |
| | development.
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| investment bank in London e-mailed me the
| |
| | 2) Join UPSA and start learning from
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| other day: "I am doing a morning of
| |
| | each other.
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| graduate interviews for salespeople; all
| |
| | 3) Get certified.
|
| high quality guys but one guy mentioned
| |
| | 4) Always be learning: read books,
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| that he liked Google as a stock so I
| |
| | listen to CD's, take workshops, read
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| quizzed him based on the DMH blog view
| |
| | Selling Power.
|
| and he left the meeting saying he thought
| |
| | 5) Get a coach.
|
| the stock was a sell!"He later revealed
| |
| | 6) Do the fundamentals consistently and
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| to me the competitiveness of the
| |
| | you will be in the top 10%.
|
| interview process and how little margin
| |
| | 7) Take action, there is a difference
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| for error there was: out of the sixteen
| |
| | between knowing and doing."The problem
|
| short-listed candidates, they were only
| |
| | today is that as "sales" has become such
|
| allowed to pick two. When I asked him
| |
| | a standardized industry segment of its
|
| what the criteria was, he told me; "It's
| |
| | own it has developed some dubious
|
| really the depth of the candidates that
| |
| | methodologies and training programmes
|
| makes all the difference. We had one
| |
| | rather than addressing the fundamental
|
| Lebanese guy, for example, with loads of
| |
| | aspect to the process: the spectrum of
|
| international experience who had been
| |
| | the salesperson's knowledge bank and
|
| educated in Paris and London and who had
| |
| | their willingness to enlighten others
|
| some practical knowledge of the industry
| |
| | with the knowledge-sharing
|
| and it was very impressive. Talking to
| |
| | process.Miller's advice is all too
|
| him was like talking to any of the guys
| |
| | commonly seen in any type of sales
|
| who are working on the floor here. It all
| |
| | training: young salespeople today assume
|
| comes down to being
| |
| | that what they need is training in how to
|
| well-rounded."Education & ExperienceIn
| |
| | sell rather than being well-read and
|
| July, consultant and guru Andy Miller
| |
| | convincing debaters who can hold an
|
| wrote an abstract on his blog which
| |
| | argument in a broad range of spheres.
|
| declared: "I don't mean any disrespect
| |
| | Contrary to Miller's popular opinion, the
|
| but the odds are if you are under the age
| |
| | reason sales training was slashed due to
|
| of 43-45 you never got the type of
| |
| | "downsizing" in the 1980's at most
|
| professional development you needed to be
| |
| | Fortune 500 companies is for the same
|
| a top producer", citing that last year
| |
| | reason anything is slashed in a
|
| his organization conducted a survey of
| |
| | corporation: because companies realized
|
| 2663 sales organizations where 82% of
| |
| | what little value the process contributed
|
| salespeople said they had no sales
| |
| | to the bottom line.The most important
|
| process or weren't following one, and 42%
| |
| | kind of training a salesperson can have
|
| were missing essential skills needed to
| |
| | is outside the arena of practice: it's in
|
| do their job.Miller ultimately concluded,
| |
| | reading anything but books on 'How to
|
| "WOW! Imagine a professional football
| |
| | Sell'. Young salespeople would be better
|
| team with no play book or the essential
| |
| | off reading Wuthering Heights than they
|
| skills to move the ball. So what can you
| |
| | would listening to "Selling Power" CD's.
|
| do?1) Take ownership for your own
| |
| |
|
