Sales Architects® helps its clients develop processes to hire the right salespeople, effectively onboard them and align their sales activities with business objectives
Using our proprietary sales architecture® methodology, we help our clients migrate from being “people-based” to “process-based” resulting in explosive, profitable growth.
Sales Architects is a non-traditional business consulting firm. We specialize in sales, marketing, and sales management with the fundamental goal of helping our clients adapt and thrive in the ever-changing world of business. The way we do that is by rolling up our sleeves and working side-by-side with our clients to ensure goals are met. Our clients feel that we are part of their team because we are. No fluff stuff here! When clients contract with us, they expect success and so do we. Nothing less is acceptable
It’s the revolving door on sales teams. Executives hire what they believe to be great salespeople, but the results never come – and the salespeople are let go. This perpetual cycle eradicates profits, makes revenue targets pipe dreams, and has sales leaders pulling out their hair in frustration.
Despite these issues, executives continue to try to “hire great salespeople.” That three-word expression is exactly what Hire Right, Higher Profits is all about. Sales management strategist, Lee Salz begins the book by challenging readers with the $25,000 Revenue Test which most executives fail. Then, he hits readers between the eyes with the statement “there are no great salespeople” and offers proof of it! He also cautions those executives – who view the competition as their primary sales talent source – of its risks.
Athletes invest time in their knowledge and skills outside of competition to ensure they deliver when the game counts. Salespeople need to be doing the same.
Here are eight areas to explore with potential employers to get the information needed to make an informed decision on your next sales job.
9 reasons why every company needs sales onboarding Sales onboarding, the development program designed to get your new salespeople up to speed fast, should be high on your executive team’s priority list of corporate initiatives. Here are nine reasons why.
The issue isn’t giving a salesperson the nod to be the sales manager. It’s that business owners and executives often perceive this move as a “promotion.” The sales manager role isn’t just an elevation in responsibility, it’s a job change.
When a sales candidate accepts a job offer, everyone is all smiles. Those smiles can quickly turn to frowns if you are making any of these sales onboarding mistakes.
What kind of person should a business owner hire when it’s time to add a full-time salesperson? Lee Salz’s answer might surprise you.