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40 Sales Interview Questions

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Successful prediction, as it pertains to master marketers [read: salespeople], has been elusive amongst the best of sales managers, who most often are salespeople themselves. The question most often asked is “Why does one person succeed, yet another does not with the very same opportunity?

To attempt to solve this equation, millions of dollars are spent on very good books as to how to hire. Understandably, it would not be polite or professional to thumb through an earmarked tome asking random questions. Alternatively, there is a litany of competency assessments that ostensibly predict such nebulous attributes as:

Temperament | Reasoning | Confidence | Resiliency | Competitive | Curiosity

Unless one has a PhD in cybernetics, solely relying on this methodology is akin to lassoing a unicorn. These, presumably, may be great personality qualities, but what they do not tell is whether this person can sell.

So, let us enable you with some questions that are fluid and agnostic, in that they are relevant to organizations searching for the right salesperson, or a salesperson seeking the right leader. More so, they are strategic in their nature.


First, and foremost, is to ensure that like-minded individuals are on the same team with the same end-in- mind:


Publicado en: Empresariales, Tecnología
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40 Sales Interview Questions

  1. 1. What’s Your Real Question 40 Strategic Sales Interview Questions Presented By Galt Society
  2. 2. Successful prediction, as it pertains to master marketers [read: salespeople], has been elusive amongst the best of sales managers, who often are salespeople themselves. The question most asked: “Why does one person succeed, yet another fails with the very same opportunity? EVERYONE SELLS! TREAT THE HIRING PROCESS LIKE A SALE Galt Society 2011
  3. 3. TRADITIONAL HIRING PROCESS One Dimensional Manager •Expectation Employee •Historical Performance Company •Incentives Result •Future Performance Galt Society 2011
  4. 4. SITUATION • Three other sales people at the same company made the same claim. • Management was heavily engage; very creative pricing and terms; was the only deal that the candidate closed. • He never called nor followed-up. • A candidate had claimed to have sold a multi-million dollar deal to an account. • A candidate had sold a multi-million deal to a Fortune 50 account, earning her a 7-figure commission. • A candidate submitted a perfect resume to an advertised position. REALITY EXAMPLES Galt Society 2011
  5. 5. WHO WE ARE DETERMINES WHAT WE ARE Galt Society 2011 Candidate Manager Company Collective
  6. 6. PRE-HIRE • True –self • Environment • Rhythms • Social • Communication • Personality test • Not context specific • Statistical relevance • False positive • Discriminatory • Best behavior • Cognizant • Selling themselves • Limited interaction POST-HIRE DATING AND MARRIAGE Galt Society 2011 REMEMBER! The ONLY goal for both a manager and a sales professional is to: MAKE EACH OTHER SUCCESSFUL!
  7. 7. Galt Society 2011 TAKE NOTES Ask them ….
  8. 8. 1. What are your long-term professional goals? 2. What is the biggest obstacle from achieving those goals? 3. What did you like about your last company? 4. Why did you leave? 5. Would you go back if you could? 6. Why haven’t you? 7. What would you say has been your biggest failure or mistake? 8. What attracts you to me/us? 9. What are your favorite selling books? PERSONAL QUESTIONS HOW DOES THEIR ETHOS INTERACT WITH THEIR PROFESSION? Galt Society 2011
  9. 9. PROFESSIONAL QUESTIONS DO THEY VIEW THEIR CAREER AS A PROFESSION OR A JOB? 10. What is your sales process? 11. What do you like about it? Why? 12. What do you dislike about it? Why? 13. What would you change if you could? 14. What do you see as your primary role within a company? 15. What would be your secondary role? 16. What are your top 3 open- ended questions for a sales call? 17. Walk me through the process you would go through to qualify a prospect. 18. Tell me about the most exciting opportunity that you ever won. Galt Society 2011
  10. 10. 19. How are you measured? 20. How many people on your team hit their numbers last year? 21. What was the attrition rate last year? 22. Where did they go? 23. What are your top 2 initiatives in your first 3 months? 24. Why is that important to you? 25. What will happen if you do not achieve those goals? 26. What will it take to be successful this year? 27. If you are successful, what would it look like on your resume? QUANTITATIVE QUESTIONS DO THEY HAVE AN END IN MIND? Galt Society 2011
  11. 11. 28. How would you stack rank yourself amongst your peers? 29. What are your peers doing that you would like to do? 30. What differentiates you from your peers? 31. What do you think is the most important attribute are to be successful in sales? 32. What do you see as the key issues in negotiating? 33. What do you see as the key skills in selling? 34. In a perfect world, what would you change about yourself if you could? Competitive Questions HOW DO THEY THINK OF THEMSELVES IN TERMS OF OTHERS Galt Society 2011
  12. 12. 35. How would you describe your work? 36. How would those with whom you worked describe the work you do? 37. If I were sitting next to your boss and asked what I need to do to make you successful, what would he/she say? 38. What’s your drop-dead date for making a decision? 39. What are your alternatives? 40. After today, net-net, are you more interested or less interested? Why? EXCEL AT DEVELOPING A PLAN OF ATTACK DEDICATES TIME EVERYDAY TO PLAN THE NEXT DAY Galt Society 2011
  13. 13. Dan Gibbs Zero-Day Recruiting eliminates the valleys of revenue recognition when managing change in your sales force and your future. Galt Society 2011