Tuesday, June 8, 2010

Interactive Online Marketing Sales Manager - East Coast

Our client is a global provider of high quality and cost-effective Information Technology Services. An onsite/onshore/offshore company that provides value-added outsourcing solutions to their customers. The successful candidates will sell Application Development, Application Management, Custom Product Development, etc through the use of interactive, online marketing campaigns.

The company currently has (1) virtual position which can be located in any major city on the East Coast. The successful candidate MUST have 8+ years experience developing online marketing campaigns for a leading ITO company.

Base Salary: $150k OTE: $225k


Thursday, August 13, 2009

Hiring Top Sales Talent

Hiring Top Sales Talent

If you’re hoping to hire the top sales talent on the market then you are looking for people who are working for someone else. The top sales talent is not the candidate that is walking through your front door, replying to your ads or placing their resume online. Finding the best possible sales talent who can fit within your culture and contribute within your organization is a real challenge and requires a lot more time and effort to find than you might think. The following are some specific actions you might want to consider to recruit the top sales talent you need to grow your business.

Here are ten tips for better recruiting of top sales talent.

1. Invest time developing relationships with recruiters and executive search firms. Recruiters and search firms have the ability to contact competitors and companies in similar industries and can open doors that you cannot.

2. You should participate in industry tradeshows and conferences where top sales talent is likely to attend. When top sales talent looks for a new career often they will attend trade shows and mingle with other sales executives during the show trying to learn more about particular companies and their sales organizations.

3. Join networking and leads groups. This is where most successful sales talent spends their time looking for new leads.

4. Use industry association websites and magazines to advertise for sales professionals.

5. Don’t forget to look at in-house candidates. There may be an individual that is ready to move up to the next level of sales. From training prospective, it is cheaper and easier to promote someone from within.

6. Get your existing sales team involved in the talent hunt. Most top sales talent know their competition and can tell you who they most fear going up against. Figure out how to approach those individuals. With the help of your existing sales team, reach out to these individuals by using multiple touches from different individuals from within your firm.

7. Don’t be afraid to hire a top sales talent away from another industry. When considering sales talent it is much harder to find someone with solid sales techniques than it is to teach them product knowledge. A solid sales performer will be successful regardless of the product they sell.

8. Forget about the thoughts of finding someone with a ready-made “Book of Business”. Top sales talent rarely comes with a substantial book of business. Most top sales professionals have signed a non-compete and will not be able to immediately call on their existing clients. However, most non-compete agreements do not prohibit former clients from calling on top sales talent. So hire the best and promote where they are to the best of your ability.

9. Make sure that you have a Sales Plan and Compensation Package that promote both the company’s goals and the candidates’. Sales people are different from everyone else in the company. They are driven by only one thing and that is making money. Anything you do that gets in the way of this objective will hamper the relationship.

10. Make sure that you have given some thought as to how you will “bridge the compensation gap” between your base salary offer and what the candidate is currently making. Accurately knowing when the candidate will begin earning commissions based on your average sales cycle is critical in the hiring process. Top sales talent will not be willing to take a step backward in their monthly earning potential while they are ramping up new sales in your organization.

If you would like more information on hiring top sales talent contact us today at http://www.cubemanagement.com

Friday, August 7, 2009

Top 10 Things to Consider When Submitting Your Resume To A Recruiter

Each year 83% of the candidates that get a new job find that job in one of the following three ways; networking, using a recruiter or contacting the company directly. Given this fact it is critical that you properly format your resume to make it easy for both recruiters and hiring managers to get your information into their Applicant Tracking Systems (ATS).

Today all major recruiters and corporations are using ATS to evaluate and track candidates. These tracking systems automatically parse (enter the data) directly into their system removing the need for human data input or typing. While it reduces the number of input errors it only works well when your resume is formatted properly to take advantage of this new process.

The following tips will help to make sure that your resume ends up in an ATS and that it will be readable when it gets there.

1. Make sure the file format you use is Word. No rtf’s, no pdf’s, no wps’s no txt. Word is the primary file format that is most easily read by ATS parsing systems.
2. Your resume filename convention should be “firstnameLastnameResume.docx”. Not “bestversion.docx” or “final.docx” or “latestestupdate.docx”.
3. When emailing your resume, make sure your attachments are in the following order; resume first, cover letter second, and references third. Make sure your references are in a separate document and not in your resume.
4. Make sure that your use of bullets is kept to a minimum. Bullets and dashes do not translate well when converted from software to online job boards to ATS parsing systems. The use of the asterisk (*) translates much better than a bullet.
5. Make sure that your email address is clearly placed in your resume and that you do not have any characters other than a space in front of or behind the your email address.
6. Start your resume with your name, address, phone and email information at the top of the page. DO NOT include your vital information in a header or text box.
7. Do not use color or lines in your resume. No blue text, no red text. No dotted lines. No lines to divide sections. They all get converted poorly.
8. Avoid using text boxes and tables in general. Make your resume as easy to read as possible. Remember it is just the key that unlocks the door for the interview not the whole story.
9. Place a “key word” section at the end of your resume that includes all of the words that describe your background and experience. This is also a great place to put all of the companies your have done business with over the years in addition to those where you have worked.
10. Pictures do not import when embedded inside a resume. It is a good idea to include a professional photo with your resume, but add it as a separate file in your email.

If you have additional questions about finding a job in the Web 2.0 world, visit our website at http://www.cubemanagement.com/resources.asp

Friday, July 31, 2009

Sometimes Team Success is About Harnessing the Power of Self

Voracity is a very powerful emotion that, if harnessed properly, can be both self-serving and profitable for any business. The secret is to find a way to create an environment where selfishness can and will serve two masters. How can that be done? I'm glad you asked!

Remember why you came to work today, and be honest with yourself. Your first answer (company line) is that you wanted to get started on making your company the best and most highly-respected in the nation or the world. But ask again, this time giving yourself a chance to reflect a bit further. OK, so you might have come to earn a paycheck so that you can pay the bills and possibly have a little left over to spend on yourself. The introspection continues: Will I have more income than expenses this week? Will I be able to take a vacation? Can I afford to go out to diner tonight rather than having to eat at home in front of the television? Suddenly, your honorable corporate mantra seems a little less believable. You’re horrified with yourself.

Don't be ashamed. Aligning personal goals with professional objectives is the win-win of management today. Every employee in the company must clearly understand that the way they make more money is for the company to make more money. They must understand how going the extra mile will result in their personal gain. How will they be able to improve their lives by improving the service or products the company has to offer?

Compensation plans that are too complicated or take too long from the time of service to reward are not the answer. False hope and empty promises will do more to decrease morale than any other aspect of management. Reward programs must be easy to understand, directly tied to measurable outcomes, and frequent in nature. When you start to see small increases in your pay over a short period of time it will motivate you and others to keep up the good work.

Core Beliefs by Functional Area


  • The best strategic plans are the ones that actually get executed
  • The obvious is hard to do
  • Good management is not a luxury and is more important in hard times
  • Great companies are always defining and refining their strategy.
  • You have to know why your are in business
  • Great companies are constantly re-investing in themselves
  • Understanding the value of taking risks is key to growth
  • Well-managed companies make more money
  • Organizations are as good/bad as their leaders
  • Achieving shared vision and alignment is a constant struggle
  • Management requires and is a discipline
  • An outside view adds value, perspective can be limiting


  • We’re all equally limited and empowered by our experiences
  • Great companies have history/stories – well-defined culture
  • Leadership and management go hand in hand but are not the same things
  • Achieving shared vision and alignment is a constant struggle
  • Great companies are constantly learning organizations
  • Empowering employees to an ownership mentality is key to success
  • Individuals have the potential to do great things, leaders must learn to unlock it
  • Great companies have history/stories – well-defined culture
  • Communication is always happening, the real question is are you a part of it?


  • Hard work doesn’t necessarily equal profits
  • Activity is not productivity
  • Process with the right amount of structure & freedom is key to success
  • Tools are essential to producing work
  • Quality is never a trade off
  • Customers are the reason we are in business
  • Marketing is not a dirty word
  • Marketing is a science
  • Selling doesn’t start until the potential customers say "no"
  • Business doesn’t start until you sell somebody something

Using CRM to Improve Your Marketing ROI

"Marketing ROI" is a trendy catch-phrase these days, but what does it really mean? While many top managers we speak to think their marketing programs are generating positive results, in reality, most of them don't really know.

Since Marketing's top priority is to generate qualified leads for Sales, management's focus should be on measuring the quantity and quality of leads which Marketing is driving into the sales pipeline, and which Sales is converting into revenue. The best place to capture and analyze this information is in your CRM (customer relationship management) system.

Yet getting this information from most CRMs is difficult, because sales orders typically bypass the CRM altogether and are entered into a separate Order Entry system. Too often, it is difficult to track sales orders back to the marketing program that originally generated the sales lead.

If you are serious about tracking the return on investment from your marketing efforts, here are some simple but critical steps you should follow to capture the right data, at the right time in the sales process:

  1. Make sure your sales people are accurately tracking each actual sale in your CRM system, by converting opportunities into closed orders, with accurate order values.
  2. In addition to normal CRM entries, make sure your CRM has standard fields to capture the following data:
    Lead Source
    Market Segment
    Sales Region
    Reason for Win/Loss
  3. Train and require all marketing and sales personnel to fill in each of these fields in the CRM consistently, as leads are generated throughout the sales process. Many companies program rules into their CRM workflow which makes these fields required.
  4. Take steps to collect, analyze and measure the results of each campaign, as soon as the campaign has been completed. This will allow you to capture the information while it is still fresh, and instill discipline and accountability in your organization to regularly report results.
  5. Proactively track and compile statistics for management which highlight Marketing's contribution to Sales' success. At a minimum, management should be receiving quarterly reports with the following marketing data, sorted by campaign, lead source and sales region:
    Total leads generated
    Leads passed to Sales
    Orders from leads (number, dollar value)
    Close ratio
    Total campaign investment
    Sales divided by campaign investment (ROI)

By creating and following these simple processes, you can be among the few companies out there that are actually measuring their Marketing ROI efficiently. The benefits from such discipline are numerous, including:

Continuous campaign improvement
Better marketing budget justification
Improved recognition of Marketing's role in driving sales growth
Better collaboration between Marketing & Sales
Increased revenue and profit!

Telesales Success: Begin with the End in Mind

You may remember the following excerpt from Steven Covey's book 7 Habits of Highly Effective People: "Clients often ask me, 'how can we get our inside sales team to talk to more prospects?' Sure...threats, begging, yelling, low level torture, coercion, and brut force entice reps to make more calls as long as the manager is there with his whip, but productivity plunges when the manager isn't around. I believe the motivation to expose yourself to rejection multiple times per day has to come from within."

For salespeople with the potential to be motivated "from within", I have used the following exercise that beings with these two questions:

What do you want to earn in the next year? How much do you need to sell in order to earn that sum?

Then together, we calculate the daily level of activity needed to accomplish that earning goal.

While everyone says they want to make $100,000+ per year, most folks aren't willing to put in the necessary effort. The difference between success and failure in goal-setting is the participants' acknowledgement that they REALLY want to earn six figures and not just fantasize about it.

If sales are lacking, we examine why deals are being lost to competitors and then develop a closing strategy for the other deals in the pipeline. If the pipeline is thin, usually the reason is insufficient activity (calls and contacts).

My motivational conversations with sales executives generally go something like this, "I want to help you hit your goal, and I'm concerned you will come up short if something doesn't change." If after a few sessions, I don't see increased activity, it is generally because the person has concluded that they can't or won't meet expectations.

Of course, exceptions occur. For instance, some people have seemingly lower activity but a higher close rate or a higher average sale. As long as the sales targets are being exceeded, I'm OK with this....if not, sales management could turn into a painful process for all involved.

The following worksheet is an example of what I've used to help sales people determine their needed activity. GREEN highlights are calculation fields.

Monthly 2006
Sales Goal $100,000 $1,200,000
Average Sale $5,000 $5,000
Sales Needed 20 240
Estimated Close Rate 50% 50%
Number of NEW Deals Added to Pipeline 40 480
Value of NEW Deals Added to Pipeline $200,000 $2,400,000
Contact Hit Rate (% interested of those contacted) 20% 20%
Needed Monthly Contacts 200 2400
Dials to Contacts 20% 20%
Needed Dials 1000 12000
Number of NEW Deals Added To Pipeline Daily 2
Value of NEW Deals Added to Pipeline Daily $10,000
Approx. Contacts per day 10
Approx. Dials per day 50

So, by beginning with the end in mind and working backwards through the steps necessary to achieving certain sales goals, your inside sales team will have a roadmap for greater success. And that's a win-win for everyone involved, especially your organization.

Thursday, July 9, 2009

Recent Article in Workforce Management Magazine

I had the pleasure of discussing the state of the economy and the tools we use in today's recruiting market with a reporter from Workforce Management Magazine. Check out the article here. http://www.workforce.com/archive/feature/26/51/00/index.php