Step 3: Post-Interview Candidate Assessment
Posted: Sun Dec 22, 2024 5:46 am
After the interview, try to imagine yourself in the place of the client with whom the applicant will interact. If the potential employee is boring and uninteresting, this is an alarming sign. Imagine that such a specialist comes to the client. Will the customer want to work with him? Chances of refusal will probably be high. Therefore, emotional energy really matters.
Stage 3: Candidate Evaluation After Interview
Source: shutterstock.com
Analyze how well the future B2B sales manager can listen and understand the interlocutor both during the meeting and after it. Was he attentive to the questions asked? Did he demonstrate genuine interest?
A remarkable story: the commercial director and the technical manager were conducting an interview. The candidate quickly realized that the key decision was in the hands of the first specialist. And he tried so hard that throughout the entire meeting the commercial director felt uncomfortable due to the excessive attention to himself.
In large transactions, the final decision is indeed made by the decision maker, but this choice is made by his team. Even if the B2B sales manager has established a great relationship with the decision maker, but neglected the rest of the team, this has consequences. Ultimately, the project will have to be executed by the client's japan phone number entire team, so it is important to build relationships at all levels.
How to achieve multiple growth in traffic and sales from your website?
Alexey Boyarkin
Dmitry Svistunov
Head of SEO and Development
Read more posts on my personal blog:
I have always been concerned about the issue of moving to a fundamentally new level. So that the indicators would grow not by 2 or 3 times, but by several orders of magnitude. From a thousand visits to ten thousand or from ten thousand to a hundred thousand, if we are talking about a website, for example.
And I know that such leaps are always the result of painstaking work in five areas:
Technical condition of the site.
SEO.
Collection of site semantics.
Creating useful content.
Working on conversion.
And at the same time, every manager needs an increase in sales and the number of applications from the site at the moment.
To get this growth, download our step-by-step template for increasing sales from the site:
Download template
Already downloaded
153114
KPI for a B2B Sales Manager
Key performance indicator (KPI) assessment is a fundamental tool for monitoring performance. A B2B sales manager is assigned specific tasks, the implementation of which directly affects his salary. A clear list of criteria allows you to understand what achievements are rewarded and what steps need to be taken to receive them.
A transparent system in which a manager can independently calculate the amount of his bonus stimulates efforts to improve productivity. Performance indicators should include:
performing daily operational tasks such as the number of calls, meetings, commercial proposals and completed client questionnaires;
actions aimed at achieving long-term strategic goals, including fulfilling profit and turnover plans, as well as quarterly, semi-annual and annual sales plans.
The list of key indicators for a B2B sales manager varies depending on his responsibilities. The concept is built on the "top down" principle, moving from general criteria to specific ones. Individual indicators are associated with specific stages and phases of the business process.
There are many key performance indicators (KPIs), which can be divided into three main categories:
target parameters;
indicators reflecting the manager's activities;
final metrics.
The ideal standard is considered to be the use of 10 to 20 different criteria for evaluating one employee. Let's consider each of these categories in more detail.
Target parameters assess the extent to which actual results correspond to the set goals. These indicators include criteria such as:
an increase in sales volume compared to the plan, for example, fulfilling the quarterly sales plan;
number of successfully closed transactions;
financial volume of concluded transactions.
The parameters that reflect the activity of a B2B sales manager focus on their daily activity and performance. This group may include such indicators as:
number of hot and cold calls;
number of meetings and presentations held;
number of new leads;
the coefficient of transferring leads to more stable connections;
the average number of steps taken to nurture leads and move them through the sales funnel;
number of transactions generated;
ratio of won and lost trades;
profits received from transactions;
number of repeat transactions.
The final parameters summarize all the actions of the B2B sales manager and allow to evaluate his contribution to the overall work of the department. They are used for comparative analysis and calculation of rewards.
KPI for a B2B Sales Manager
Source: shutterstock.com
The following aspects are taken into account:
average sales duration;
return on investment (including expenses on mailings, presentations, loyalty programs and discounts);
status of accounts receivable (current and overdue);
average purchase size.
When developing and implementing key performance indicators (KPIs) for B2B sales managers, there are a number of important factors to consider to ensure the system functions properly. Here are some of them:
Employee KPIs should be aligned with the company's long-term goals.
Only those indicators that the employee can actually influence are taken into account.
Each indicator must have a quantitative assessment: percentages, rubles, units of goods, points, time intervals, etc.
Indicators should be easy to calculate so that employees can independently track their KPIs and adjust their work if necessary.
Individual indicators should accurately reflect the manager's activities. In calculations, it is important to minimize the influence of uncontrolled external factors. The stronger the dependence of the coefficient on the actions of a specific employee, the more effective the methodology will be.
Stage 3: Candidate Evaluation After Interview
Source: shutterstock.com
Analyze how well the future B2B sales manager can listen and understand the interlocutor both during the meeting and after it. Was he attentive to the questions asked? Did he demonstrate genuine interest?
A remarkable story: the commercial director and the technical manager were conducting an interview. The candidate quickly realized that the key decision was in the hands of the first specialist. And he tried so hard that throughout the entire meeting the commercial director felt uncomfortable due to the excessive attention to himself.
In large transactions, the final decision is indeed made by the decision maker, but this choice is made by his team. Even if the B2B sales manager has established a great relationship with the decision maker, but neglected the rest of the team, this has consequences. Ultimately, the project will have to be executed by the client's japan phone number entire team, so it is important to build relationships at all levels.
How to achieve multiple growth in traffic and sales from your website?
Alexey Boyarkin
Dmitry Svistunov
Head of SEO and Development
Read more posts on my personal blog:
I have always been concerned about the issue of moving to a fundamentally new level. So that the indicators would grow not by 2 or 3 times, but by several orders of magnitude. From a thousand visits to ten thousand or from ten thousand to a hundred thousand, if we are talking about a website, for example.
And I know that such leaps are always the result of painstaking work in five areas:
Technical condition of the site.
SEO.
Collection of site semantics.
Creating useful content.
Working on conversion.
And at the same time, every manager needs an increase in sales and the number of applications from the site at the moment.
To get this growth, download our step-by-step template for increasing sales from the site:
Download template
Already downloaded
153114
KPI for a B2B Sales Manager
Key performance indicator (KPI) assessment is a fundamental tool for monitoring performance. A B2B sales manager is assigned specific tasks, the implementation of which directly affects his salary. A clear list of criteria allows you to understand what achievements are rewarded and what steps need to be taken to receive them.
A transparent system in which a manager can independently calculate the amount of his bonus stimulates efforts to improve productivity. Performance indicators should include:
performing daily operational tasks such as the number of calls, meetings, commercial proposals and completed client questionnaires;
actions aimed at achieving long-term strategic goals, including fulfilling profit and turnover plans, as well as quarterly, semi-annual and annual sales plans.
The list of key indicators for a B2B sales manager varies depending on his responsibilities. The concept is built on the "top down" principle, moving from general criteria to specific ones. Individual indicators are associated with specific stages and phases of the business process.
There are many key performance indicators (KPIs), which can be divided into three main categories:
target parameters;
indicators reflecting the manager's activities;
final metrics.
The ideal standard is considered to be the use of 10 to 20 different criteria for evaluating one employee. Let's consider each of these categories in more detail.
Target parameters assess the extent to which actual results correspond to the set goals. These indicators include criteria such as:
an increase in sales volume compared to the plan, for example, fulfilling the quarterly sales plan;
number of successfully closed transactions;
financial volume of concluded transactions.
The parameters that reflect the activity of a B2B sales manager focus on their daily activity and performance. This group may include such indicators as:
number of hot and cold calls;
number of meetings and presentations held;
number of new leads;
the coefficient of transferring leads to more stable connections;
the average number of steps taken to nurture leads and move them through the sales funnel;
number of transactions generated;
ratio of won and lost trades;
profits received from transactions;
number of repeat transactions.
The final parameters summarize all the actions of the B2B sales manager and allow to evaluate his contribution to the overall work of the department. They are used for comparative analysis and calculation of rewards.
KPI for a B2B Sales Manager
Source: shutterstock.com
The following aspects are taken into account:
average sales duration;
return on investment (including expenses on mailings, presentations, loyalty programs and discounts);
status of accounts receivable (current and overdue);
average purchase size.
When developing and implementing key performance indicators (KPIs) for B2B sales managers, there are a number of important factors to consider to ensure the system functions properly. Here are some of them:
Employee KPIs should be aligned with the company's long-term goals.
Only those indicators that the employee can actually influence are taken into account.
Each indicator must have a quantitative assessment: percentages, rubles, units of goods, points, time intervals, etc.
Indicators should be easy to calculate so that employees can independently track their KPIs and adjust their work if necessary.
Individual indicators should accurately reflect the manager's activities. In calculations, it is important to minimize the influence of uncontrolled external factors. The stronger the dependence of the coefficient on the actions of a specific employee, the more effective the methodology will be.