How to Hire a Really Good Technical Salesman Manual

74 A4 (US letter size) pages with many illustrations.

Do you face the task of converting technical people into sales people?

Hiring a good salesperson for a technical business is difficult. When the new guy doesn't work out, it's expensive and frustrating. In this unique book, you'll find detailed information about how to approach the task to succeed.

If you can get one, a really good salesperson will bring tremendous benefits to your business:

You’ll get a strong flow of profitable orders

Leads are turned into business, not wasted

Your company grows

You don’t have to invest much of your own time, which frees you up to develop other parts of your business

It inspires your other employees by demonstrating that excellent sales results are possible. By the same token they render invalid the usual excuses.

If customers like and respect your representative, it increases goodwill

Good salespeople bring in feedback from your customers. This can be a source of ideas for improvements or new products.

But finding and keeping an outstanding sales producer isn’t easy. My experience is that many technology companies, perhaps most, don’t set about hiring a salesperson in an effective way.

You need to use the right strategies and, be warned, they may clash with the ideas you hold now.

Have you have tried hiring salespeople in the past and failed to get a good one? Then you’ll know the cost and frustrations of getting it wrong.

It’s worth doing properly, there’s a big pay-back. Read this manual, with an open mind, and you’ll get an understanding of what it takes to find your own champion salesperson. It’s based on my 20+ years of selling and recruiting and managing salespeople for my own businesses and the experience of sales managers and company owners I’ve met.

Since 1993 I’ve trained sales teams for technology companies large and small throughout the UK and overseas. During that time I’ve had the opportunity of working with some excellent sales-people and seeing which companies are able to recruit them and how, and which businesses fail to and why. I think you’ll agree once you see the reasoning behind the process that it’s common sense and it leads to predictably good results.

Topics

Introduction: the benefits of having a good salesperson.

1     The problems of having a poor (or worse) salesperson.
2     There’s a lot at stake.
3     The cost of getting it wrong.
4     What causes it to go wrong.
5     Do you really need a salesperson?
6     What we’re looking for.
7     Desirable attributes of a good salesperson.
8     Motivation.
9     Where motivation comes from.
10    Defining the job.
11    Sales skills and technical knowledge / job suitability matrix.
12    ‘Pure salesmen’ v ‘techies’.
13    See it from the candidates point of view.
14    Is it a good idea to hire someone just like you?
15    The best most companies can aim for.
16    Methods to locate them.
17    The usual hiring process.
18    Job ads.
19    Interviewing – be careful.
20    ‘Lie your way into a top job.’
21     People who are working for you in another capacity.
22     Psychometric testing.
23     Scientific? Decision-making.
24     Evaluating them once in the job.
25     They start strong, but fade away.
26     What recruitment agencies say.
27     Head-hunters.
28     Does sales-training work?
29     Can you motivate people?
30     The ‘direct-sales’ method of recruiting.
31     Summary.
32     Hiring checklist.

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How to Hire a Good Technical Salesperson Manual

We are in a time when good sales ability can make the difference between success and business failure. When did your company last do some sales training?