Rose Mauriello is a guest blogger on the Inside Sales Experts Blog. She is the President and Founder or RRM Staffing a Boston based contingency search firm that specializes in Inside Sales candidates. Here Rose shares her counsel on how an ISR should effectively prepare for an interview.

Preparing for a Sales Job Interview:
The most important step in the process is that the candidate takes the time to do their homework.

• Research the company by thoroughly reviewing their website
• Read recent press releases
• Download a product demo and participate in a webinar (if possible)
• Be ready to articulate the company's value proposition
• Research the industry
• Learn who the competitors are and what differentiates them from the company you are meeting with
• Find out who you will be meeting with in advance and read their biographies. Look them up on LinkedIn and Google.

• Know your strengths and be able to articulate them
• In practicing your responses to standard interview questions, make sure to include concrete examples of what you have done in the past that demonstrates your skills, experience and capabilities
• Know all of the details (you can bring a "cheat sheet" with you) on your past quota numbers and your actual performance as well as specifics on all relevant metrics
• Keep a list of key customers you have sold to and notes about the sales process for each situation

• "Tell me about yourself".
• "Why are you considering leaving your current position"?
• "Tell me about a competitive sales situation you were involved with and what you did to win the deal".
• "Who do you sell to? What is your sales cycle and average deal size?"
• "Tell me how you prospect to build the pipeline?"
• "How do you organize your day? Tell me about what you do from the time you arrive at work until you leave".
• "What are your strengths and weaknesses"?
• "Why are you interested in our company"?
• "Where do you see yourself in five years"?

• "What is the greatest challenge offered by this position?"
• "How is success defined for this position?"
• "How many sales reps are currently exceeding quota?"
• "What are the greatest challenges your company faces?"
• "What are some potential career paths within your company?"

Be sure to close at the end of the interview. The best way to do this is to ask: "Do you have any concerns about my qualifications for this position"? This gives you the chance to overcome any potential objections that you can uncover about your candidacy.

Next step is to let the interviewer know that you are very interested in the position and company. Find out what the next steps are and reiterate your strong interest in taking that next step.

Look your best. Even if the company is "business casual", dress professionally as you would for a customer meeting. Wear conservative, but current clothing, shoes, etc. Do not wear overpowering cologne/perfume. Know the location/directions and plan on arriving at least 15 minutes early. Bring a notebook and pen - taking notes definitely shows interest and commitment. Get business cards from each person you meet with. Within 24 hours, send meaningful thank you e-mails that reiterate your interest and why you would be the best person to hire.

Good Luck!

What follows are some helpful tips on how to, or how not to, use a Product Marketing/Management executive as part of the sales process.  This is a guest post written by someone who recently read Tales from A Gatekeeper.  I found it informative and funny and wanted to share! - Trish Bertuzzi

I am a Product Manager. I recently ran across the Sales Tips: Tales from a Gatekeeper post on this blog and thought I would address the Inside Sales Experts Blog community of Sales Executives & Sales Managers.

What follows are based on my experiences and impressions as a Product Manager for software sales companies. Comments are welcome! I would also love to hear what we Product Managers can improve upon.

------------------------------

• DO NOT use me as the next step in the sales process. 
  Does the sales process really run: get lead -> call lead -> confirm pulse -> throw Product Manager against wall -> see if it sticks?

• DO NOT introduce me on a call and drop this classic lazy sales guys line:
  "Great Bob, thanks for taking the time. Chris has some questions he would like to ask you." I do, but they center more around why I waste my time on calls with you - "Mr. 60% of quota"!

• DO have some perspective. 
  I understand that your perception about your most recent deal (win or loss) is your reality. But I have a Product to manage. The fact that Prospect A did not buy from you last week, does not drive my roadmap. You losing a single deal to a competitor I have never heard of does not make a fully researched and polished competitive analysis my new #1 priority. I appreciate that you are in the fray every day, but my job is to take a step back and think strategically.

• DO share your experiences with me. 
  I need Sales to share G2 with me (customer feedback, objections, competitive tidbits, price sensitivity, feedback on product benefits) to be successful.  If you lose to a competitor we have identified in our space, let me know. If you gain traction in a certain vertical, share that with me. I want the product and you as a sales person to be successful. I want to be listening to the market as much as possible. Be another set of eyes and ears on the street for me and I will back you up. At quarter end, I will be there for you and your prospects.

• DO NOT over commit. 
  Remember that training where you were "sure" you heard that new killer feature was generally available TODAY? Really?!?! I was there. In fact I was the one giving it. Nice try though. 
  Also, you cannot trot me out in front of your key account and expect me to back up your promises, over-commitments and straight-up BS. I want to win as well, but there is this guy - he is a my VP and he frowns upon bamboozling an account into buying from us.

And finally....

• DO try to understand what I do here. 
  Think of me as the GM for the Product. I don't make the product, but I care about why, how and when it is made. I don't sell the product, but I want to make sure the value, positioning, messaging and pricing are spot on. I don't support the product, but I demand that it delivers and that our customers love us.

Thank you for listening.  Happy Selling.

Since I started the LinkedIn Inside Sales Experts Group (request to join here) a little over a month ago, the membership approval process has afforded me the opportunity to review more than 240 LinkedIn profiles.  Most, I would say 90%, of the members are sales people but I have to tell you that I would never know that from looking at their profiles!

These are the days of social networking providing the public with not only information but a view of YOU.  These are the days when peers, potential employers and even prospects will look up a person on LinkedIn before they ever have a conversation with them.  And what do most of our profiles say about us?  Nothing.

Here sits your online resume for the world to see and most of us have expended zero effort in selling ourselves.  It is just a laundry list of places we have worked with dates attached.  Shame on us! 

Where is the sizzle?  Where do we let others know that not only are we are good at the game of sales but that we are passionate about it?

Here is a sample of a GREAT profile.  What follows was in the summary section.  I have removed the person's name to protect the innocent but it will give you a sense for what I mean...

Now, Mr. X is obviously no slouch in the ego department but hey it was interesting right?

If you think your LinkedIn profile is as well done as Mr. X's, please post a link with your comments in this blog.  Give yourself a pat on the back for being smart enough to brand YOU! 

Now, I have to go, I have to eat my own dog food and rewrite my profile.  Happy Selling!

I love to read blogs that make me laugh and I read a post on The Sales Wars that was interesting and funny.  It was written by Michelle Doucette who is a gatekeeper for a software company in the Boston area.  Take a peek here and find an excerpt below:

I think the topic is one of interest to everyone in sales.  Times have changed and where we used to think we had to "get past" the gatekeeper, now we should figure out how to "work with" the gatekeeper. 

As inside sales practitioners, how much time do we spend on crafting a compelling elevator pitch for the gatekeeper? 

After all, we wouldn't be calling at all if we didn't believe we could help the company solve a business problem, but how do we convey that to the gatekeeper in way that is relevant to them?  Their immediate issues don't include getting their applications to market faster or SOX compliance.  They do care about being viewed as an asset and a contributor to the overall success of the company.  How do we help them to help us?

I would love to hear from the Inside Sales Experts community.  What have you found to be effective in working with the gatekeeper?

The shortest distance between winning a deal and having it slip from month to month is a direct one.  In fact, it's these direct questions that encourage prospects to share information, establish a personal relationship with us, and increase our chance of selling our solution.  

Here are some great questions we have collected in our travels.   Use these questions as part of your sales process today.

Was there a compelling event that caused you to request information?

• If there was a compelling event, you will uncover it right away and can position your product or service to address it.
• If there was not an event, then you know you have to invest in educating the prospect by evolving latent pain into recognized pain.

What is the most important thing you hope to accomplish by investing in our solution?

• If the prospect can articulate what they want to accomplish it clearly defines where they are in the investigation process and whether or not they are educated on the value of your solution. If you listen closely, you may even be able to ascertain if your competition has been defining their requirements.
• If they can't articulate their objectives and success criteria, are they ready to invest in a solution?

What would you like to see happen as a next step?

• As salespeople we are controlling and prefer to dictate what will happen next. Asking an open-ended question will allow you to see where they are in the process and can quite often move the process along faster than you would have thought.

Competition:

Are you considering other vendors?

• Don't be shy - just ask. Everybody has competitors.
• If they are not looking at competitors, are they really in the market for a solution?

You are looking at 3 vendors, could you please rank them for me?

• This will tell you a lot about your probability to bring the deal to closure. Why wait until the end of the sales process to find out where you stand? Finding out early will allow you to develop a strategy for becoming or staying number one.

Forecasting and closing:

On a scale of 1 to 5 (with 5 being highly likely), how likely are you to select our solution?

• This one's truly a great question. The answer tells you all you need to know.

When are you looking to make a purchasing decision?  When will you be implementing?

• If they answer they will be purchasing in June and implementing in October, guess what, they will be making the decision late summer so forecast accordingly.
• If they will be purchasing in September and implementing in October, is that a realistic timeframe with your solution? You are the expert and you may need to guide your customer.

If you were me, would you forecast this business this month?

• Ask the question...it will increase your forecasting accuracy. What? You didn't think they knew you were in sales and had to forecast? Ok, if you're really shy...tell them your management team requires it of you. They do right?

If you have great questions you have been using, feel free to share.  Happy Selling!

Now, I consider myself a seasoned and professional cold caller but his comment made me take a step back and realize that while I need to hold the attention of a potential prospect, I also need to deliver information to my audience in a way they can absorb.

If you are in the Inside Sales game, you probably average 52 calls a day.  Industry data proves that 80% of that time you are leaving a voice mail message.  So what do we do when someone actually answers the phone?  We are all guilty of trying to get out as much information as possible.   Subconsciously you may be thinking, I've finally connected with the person . . . here's my chance! 

But before you race through that bedtime story, remember the following:

• Carefully Target Your Audience - Do you know what your Ideal Customer Profile looks like?  Do you understand the role and responsibilities of the person you are prospecting?  Are you prepared to talk to them about issues that are relevant to their market? 

• Be Prepared, Do Research - Learn as much about the organization as you can before getting on the phone.  Focus on the key areas where your company can bring value to their organization.  Be ready to articulate how your solution can eliminate the challenge(s) they may be experiencing.

• Be Concise - Outline what you want to say on paper before calling.  If you reach voice mail, use your outline to help you remain clear and to the point.

• Clearly Articulate Your Contact Information - Clearly state your first and last name as well as your company name.   When leaving a voicemail, remember to say your phone number slowly as if you are writing it.  I like to say my phone number twice (I know others will argue this point, so use your own personal preference).

So, net/net, whether you are speaking to a 7 year old or a "C" level executive, it's important to know your audience and communicate with them in a way they are comfortable with and that delivers the message.  

(This post is the first communication, in what will be an ongoing series of Ask the Experts questions, put to members of LinkedIn's Inside Experts Group - request to join here.  Whether you are a member or not, please share your thoughts and experiences by posting comments!)

Seth Gummere, Director of Inside Sales for Eduventures has a 2 part question he would like to pose to Inside Sales practitioners.

Background:
Seth's team is comprised of Inside Sales Reps that are responsible for setting meetings for the field. All face-to-face interaction is driven through this team.

Questions:

1. If you have a similar model, what is the ratio of inside rep to outside rep?
2. What methods do you use to drive an equal share of meetings for each rep?

We all recognize that LinkedIn is one of the most powerful social networking sites in existence.  There are dozens of blog postings, and even books, being written on how to leverage LinkedIn for business. 

One of the ways to get the most out of this network is to join groups where you have a common interest.  I have joined several marketing and sales groups on LinkedIn.  So far....

• The good news is that I have permission to connect directly with all the other members in the group. 
• The bad news is that I have yet to receive value add from being a member.  

This got me thinking about what I would like to see from a group focused on Inside Sales so I created one!  Here are my initial thoughts on how it will work:

• Inside Sales Practitioners - We are targeting members that are Inside Sales Reps or Inside Sales Executives.  We will deliver information on best practices, compensation trends, training, technology etc. 

• Recruiters - Yes, this group is a great place to find new talent but we are going to ask you to give as well as receive.  On a quarterly basis you will be asked to submit an update about what is going on in your industry.  What trends you are seeing and what challenges you are facing? This will be a great way for us to understand more about you and your business!

• Vendors - Call center and technology vendors will also be asked to contribute.  What is new?  How can we as Inside Sales practitioners most effectively utilize your product or service?  What guarantees success when we work with you?

Networking events, job fairs, seminars, group discounts on products and services....these are all under consideration.

So, sound good?  If you are a member of the LinkedIn Inside Sales Experts Group and you have ideas about what you would consider value add, please post your comments.  If you are not yet a member and are an Inside Sales practitioner, please feel to request membership via this link.

To make this work we all need to contribute so don't be shy!  This is our forum to share information so let's make the most of it.

I took my daughters to New York City because of their fascination with American Girl Dolls.  For those of you un-initiated with the world of little girls, these are 18 inch dolls that come from a specific period in time, have a life story, and dozens of accessories that accompany them.  Frankly I think it may be a cult, but...

We went to The American Girl Place; the mother ship, the Mecca; the capitalist capital for legions of 8 and 9 year old girls.  Now, what struck me about this place was the way in which:

• They knew exactly who their target was. 
• They knew exactly how they went about making buying decisions. 

They knew each girl would want more then they could get, so the store provided each girl with a "wish book", a small folder that held trading cards the girls picked up from the shelves.  They could fill their folder with their desired items, then "negotiate" with the parents about which items they would get to buy.  It struck me that these people got it!

So, do your sales people get it?  Here a few questions that we as Sales Managers need to ask ourselves:

• Do my reps really understand their target market?
• Do they understand the User and Technical buyer versus the Economic buyer?
• Do they understand that each prospect has to negotiate internally for budget?
• Do they understand what and who drives decisions?

It drives me nuts to hear a salesperson say, "I am targeting the Fortune 1000."  Are you kidding me?  That isn't a target; it's the entire Eastern Front. 

You want a target?  Who are your current customers, and why did each of them buy?  How did they make that buying decision? Who was involved, and how long did it take? These questions have to be asked by the sales people.  We should know ourselves on a macro level.  Answer these and there is your target.

People buy...not companies.  People buy business technology for simple reasons:

They buy solutions to problems that they have, or jobs they can't, won't, or don't want to do themselves.

If you want your sales team to target more effectively, help them start having real conversations.  Stop having conversations that only revolve around getting an order this quarter.  Spend time figuring out the real reason customers are buying in the first place, and have conversations that will build stronger relationships.

Steven Harper is a guest blogger on the Inside Sales Experts Blog.  He is a certified sales coach and CEO of Sharper Performance.  To find out more about Steven and his business, visit www.sharper.org .

Objection handling is embedded in the natural flow of every sales process.  How we think about objections can tell the tale about our ability to move the sales process forward.

Most salespeople view objections negatively.  They believe that the prospect is looking for excuses.  In reality, objections are a positive!  They show that the prospect is engaged with you, is thinking about how your product or solution can assist them and is trying to work through what appears to one or several stumbling blocks.

So, how do we prepare our teams to handle objections more effectively?  Spend a little time on the following and you will be well on your way!

1. Arrange a meeting or conference call with your reps to discuss this one issue alone.


2. Ask each rep to come prepared with the top 3 objections they hear.


3. Discuss the various objections and select the top 3 or 4 that are the most common and crucial.


4. Assign the reps homework.  Have them create a response to each objection that is short, succinct and powerful.


5. Select a "winning" response to each objection and create an Objection Handling worksheet.


6. Role play with your reps.  This will ensure that they can deliver the responses in a comfortable and natural manner.


7. Review quarterly to make sure the objections and responses continue to be relevant.

Don't take it for granted that your sales team is good at handling objections.  Make an investment in defining, documenting and communicating best practices and you will reap the rewards!

If you have responses to common objections that you would like to share...please post a comment...thank you!