Some Helpful Tips for Salespeople Just Starting Their Career

Tips for new salespeopleFor fledgling companies, managing a small sales force can be difficult, but a recent article in Inc. Magazine offers some advice for entrepreneurs just starting out.

According to the article, the chief executive officer of many companies is often the firm’s first (and sometimes only) salesperson.

While this may seem like a difficult task, by keeping one’s head about them, the entrepreneur can succeed.

The first piece of advice offered in the article is to manage one’s time strictly. By having a hard-and-fast schedule one will be able to get all of his or her tasks accomplished.

Another tip offered by the news source is to avoid selling one’s business instead of the product or service offered. Keith Chung, the CEO of Amobius Group, said that this was a trap he often fell into before he realized the error of his ways.

“Selling is about convincing people that they want to use your services, not that your services are cool, innovative, or otherwise interest-worthy,” he told the magazine. “Prove that you provide a solution to a problem, and the users will come.”

Other advice in the article includes reducing travel, listening to client feedback, delegating non-essential responsibilities and not neglecting existing customers.

Barrett Riddleberger, the CEO of Resolution Systems, Inc., a sales consulting firm, said that many companies reach a crossroads once they reach a certain size and they have an important decision to make.

“Typically, once an entrepreneurship reaches $6 million in sales, it will either plateau or grow. It will plateau if the company continues as is and does not make wholesale changes in its methods going to market and how the business is run,” the CEO said. “However, if the company moves to a formal sales structure with dedicated sales leadership and a dedicated sales team, then the company is poised for continued growth. Breaking the $6 million barrier is primarily focused on sales with the operations building an infrastructure to handle the sales.”

Usually this formal sales structure will include sales assessments for potential new hires to determine whether or not they are cut out to work at one’s company, sales training to make sure that workers fully understand the sales attitude that the business is looking for and sales coaching to ensure that each salesperson is reaching his or her full potential.