Online Store Manager

The store manager should also possess ample problem solving skills that would ensure that the entire store workforce works in harmony and is supportive to each other. This is by far the most important responsibility of the store manager, because without a proper work force, no product can survive in the market.

► What are some examples of your sales experience?

► Describe the most difficult sales call you have made?

► Describe what your sales cycle was like in your last job?

► How often did you achieve your sales objectives?

► Describe a time that you had to change your sales approach.

► How do you handle the negotiation phase?

► When do you decide that it is time to let a potential client go?

► Sell me this pen?

► How do you handle objections?

► How do you handle rejection?

► What do you consider the most important skills in sales?

► What do you dislike about sales?

► Is there any aspect of the sales process that you are particularly uncomfortable with?

► How comfortable are you making phone calls?

► Is there anyone you struggle to sell to?

► How do I purchase Inventoria Stock Manager?

► How much does Inventoria Stock Manager cost?

► Are volume discounts available for software purchases?

► More pricing, sales and purchase related questions?

► Can I put a password on Inventoria?

► Can I sync data between Express Accounts, Express Invoice, Copper and Inventoria?

► Can multiple users access the same inventory from different locations?

► Where can I find the program's version number?

► Where can I find version and release date information?

► Why is the email address grayed out when you go to change it in options ?

► Will Inventoria work on 64 bit computers?

I've always admired your company's reputation for customer service and I know that's a big part of why your clients buy from you. I have a lot of experience selling to your key demographic and I know how to sell the overall product experience - including the customer service component. Let me tell you about a sales campaign I came up with last year that centered on the benefits of customer service.

I am constantly motivated by the challenge of the sale. The success of landing a new client is a thrill, and building a well-thought out pitch that will explain the product is very satisfying.

Look for logical steps including building a relationship and asking about the prospect's needs as the first two steps

► Average number of contacts should be 12

► Ask for the different types of contacts they make to qualified prospects

Losing a sale, or failing at landing one, is disappointing. But if you want to succeed in this business, you can't take it personally. I work hard to learn from rejection and continuously improve my sales techniques.

describe selling on value, not on price.

Should be comfortable with a large share of compensation at risk (at least 50 per cent).

Should be enthusiastic about setting goals.

Should have done a thorough job of research or your industry and company.

Similar question, different angle. The right answer is typically to get warm leads, but not because the reps are lazy or can't successfully build their own business from the ground up. Lead-driven sales are typically more cost effective than having expensive sales reps cold calling. Yes, leads are expensive up-front, but the eventual cost per acquisition and overall lifetime value and margin for the business on those new customers is usually much better when reps are making more efficient use of their time with warm leads.

Some interviewees may get defensive, or think this is a trick question. The answer, of course, is no. When all else fails (market conditions, marketing leads, etc.), picking up the phone is the one thing sales reps will always be able to control. But how they cold call - who they call, with what message and offer, at what frequency and cadence - is extremely important. Cold calling must be customer-centric and value-driven to succeed in today's buyer-centric world.