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<item>  <title><![CDATA[Stop Looking For Great Sales People - They Dont Exist]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1634</link>   <description><![CDATA[You dont believe the title? Listen to this episode of the Sales Management Minute and you may change your mind. http://www.salesarchitects.net/salesdet.php?aid=83]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1634</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item><item>  <title><![CDATA[Secrets Buried In A Sales Persons Resume]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1528</link>   <description><![CDATA[The vehicle that introduces sales people to companies is a resume, but there are secrets hidden in the resume that hiring managers should know before they interview a candidate.In my sales management career, I would bet that Ive seen about 5,000 resumes for sales people. Yet, I still havent seen one that shows someone who has achieved 40% of quota. Every single resume shows 100%, 200%, 2,000,000% of goal. Where are all of the people who have had less than stellar sales performances? Did they all leave the sales profession? If all of the resumes that I saw truly represented the performance of the individual, the U.S. economy would be thriving to say the least. Every company would be enjoying record revenue performances.If you have read my past articles, youve felt my passion for creating sales marriages, those relationships whereby a mutually beneficial relationship is formulated between a sales professional and a company based on synergistic matches of needs. This is not eas]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1528</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item><item>  <title><![CDATA[Hiring The Right Salespeople: Try This]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1511</link>   <description><![CDATA[Ive written a lot about hiring sales people and sales managers on this blog.   ESR knows that the epidemic of ineffective hiring is one of the reasons that sales performance has been so dismal over the years, even before the current economic situation.The best sales methodology, training, tools, technology, coaching, and reinforcement doesnt have much impact if the people in the sales jobs dont have the foundation for selling effectively.  It drains the enthusiasm and motivation of the team, wastes money, and forces sales management to spend time selling for the misfits rather than supporting and leading the rest of the team.Im in Ireland for two weeks facilitating a series of workshops with Irish CEOs and sales executives.  Hiring is a big issue here.  The record among Irish companies in this area hasnt been good.Heres a refresher.  ESR recommends:* Build or buy (then customize) a profile-based, structured hiring process;* Use psychometric and predictive test]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1511</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item><item>  <title><![CDATA[How To Hire Top Salespeople]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1239</link>   <description><![CDATA[So youre faced with hiring a salesperson or maybe even several <a href="http://www.salesheads.com">salespeople</a>. You and your company know that even though were facing hard economic times, the only way to thrive and survive is to generate more sales by keeping your current customers buying and finding new customers, perhaps even scooping them up from your struggling competition. The only way to do this is to have an effective sales force. Whether youre looking to expand, to fill an opening left by a retiree, or scrambling to replace an employee who had an untimely exit, you know that good employees are hard to find and the hiring process isnt easy. You may have even been through this scenario before: You hired a salesperson you were certain was a superstar, only to find out that they not only werent the star performer you expected, but shouldnt have even been given a place on your sales team. This time you want to get it right.<h1>Hiring the Right Salesperson</h1><b>]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1239</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item><item>  <title><![CDATA[Tea And The Secrets Of Staff Retention]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1198</link>   <description><![CDATA[Staff retention a concern? Consider this scenario. Imagine youre a front-line employee working at a mundane job. Its so boring you simply go through the motions. Youre on autopilot, counting the hours and minutes until your shift is over and you can go home and do something you enjoy. Or you stick with the job only until something thats more interesting or pays more comes along. Then youre gone. In that dismal scenario, managers resign themselves to the belief that theres always going to be high front-line turnover. They dont bother training employees because theyre just going to quit anyway. Continuing with that line of thinking, these managers and supervisors assume that the only thing thats going to motivate employees to stick around is to pay them more. Unfortunately, customers dealing with bored employees feel absolutely no loyalty to the company. Consequently, revenues are down and wages keep costs high. Not exactly a formula for success.The cup that satisfiesToday]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1198</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item>
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