Seeking Inside Sales Reps in New Providence, NJ

Great company and even better compensation!

Responsibilities:

• Research clients, identify key players and generate interest with a positive attitude at all times.
• Meet and exceed sales goals and expectations for monthly and quarterly quotas.
• Prospect and develop relationships with current and prospective customers.
• Generate and qualify leads in order to develop and grow your sales pipeline.
• Convert sales qualified leads into paying customers.
• Become proficient and certified in all solutions and sales messaging.
• Input and manage all sales opportunities through CRM.
• Participate in weekly sales meetings to include accurate sales pipeline forecasting and management ensuring consistent monthly performance.

Qualifications:

• Bachelor’s degree or equivalent experience.
• 2+ years of sales, business development, contract management, or related experience.
• Highly organized with the ability to manage time, multitask, and work collaboratively in a fast-paced, deadline driven environment.
• Stellar English verbal communication, written communication, and presentation skills with strong attention to detail and follow-up.
• A true passion for technology and an ability to translate that passion into measurable business impact for customers and. prospects.
• Strong organizational and follow-up skills.
• Highly motivated and results-oriented.
• Insurance / benefits / workforce management industry experience.(preferred not required)

Interested learning more or know someone who is? Contact:

Jonathan

Jon Cappadona  – Director

SFG International

908.272.9600×3

908.603.1419 (TEXT ONLY)

jon@sfgsearch.com

SaaS forever changes how software is developed and delivered to customers. This shift is well understood, frequently discussed and represents a major shift in the way software is built by vendors of all sizes.

Often less discussed is the impact the service model has on the way software is sold.

In our discussions with SaaS providers, big and small, we see a growing understanding of the need to define sales strategy and processes while taking into account the full life-cycle of a customer. It’s not about making a sale, it’s about making your customer successful.

It’s useful to compare SaaS and enterprise sales to appreciate this:

Enterprise software sales are a high-touch activity.  Opportunities are identified, tracked, and closed by a direct sales force or resellers. This cycle is what makes a good enterprise software company tick.  And it’s why successful enterprise software vendors like HP and IBM are so sales-driven.  Their culture must be very sales-oriented in order for them to succeed.

Selling SaaS is different.  SaaS solutions are fundamentally ‘self-service’, relying on a large quantity of (hopefully qualified) leads funneled to the web-service through inbound marketing activities. In an ideal world, these leads pick up the solution and turn into happy customers by themselves. But in practice, for all but the most simple and commodity software, cultivating customers and growing the business requires direct interactions with the customer.

We call this model medium-touch. It is a sales model that puts more onus on marketing and the product’s self-service to move large quantities of prospects through the sales funnel, but also assumes a level of direct engagement of a sales and support team. The trick is to identify the right touch points to make the system work.

Here are some tips we’ve learned from  SaaS vendors on how they build their sales process differently than traditional enterprise sales:

• Successful customer onboarding is critical: in a SaaS model, because switching costs are low, “closing the sale” is not nearly as important as it used to. The vendor must ensure he’s doing everything possible to help customers adopt the solution rapidly and with ease. Otherwise, customers are likely to churn shortly after they subscribe, resulting in loss of revenue and reputation.
• Don’t bother top-selling:  in SaaS product-usage and its sales are always intermixed. Customers first look at your site, then they try the software, then they decide to buy it. In enterprise sales, the same process may be reversed, and a sale can occur before even one user tried the product. That’s why “top-down” selling isn’t a useful strategy for SaaS and investment must be made in reducing usage-friction at every junction.
• Focus on up-sell :  In traditional enterprise sales, customers often pre-budget and pay for what they (think) they will need in a few years. With SaaS, customers tend to buy what they need and buy more when they feel they need to. Therefore SaaS is as much about up-sell than the initial sale. For a SaaS salesperson, a large chunk of  energy need to go to cultivating existing customers and identifying up-sell opportunities.

The reality is that implementing these sorts of practices isn’t as straightforward as it looks. It often spans different organizations such as sales, customer-support, product development and operations — and it involves aligning goals and pulling in expertise from many disciplines. More than anything, it involves getting a very good understanding of what customers are doing so you can properly prioritize and streamline the process.

More and more SaaS providers are building “Customer Success” teams  that focus on just that:making the customer successful.  We’re building software to make it possible for them.

Anticipating the complete consumerization of enterprise software, many startups are selling their SaaS solutions into what looks like a very traditional enterprise market. Users are driving sales of new applications, but IT is still involved in the purchase process.

Startups often come to market with a highly consumerized customer acquisition model, always striving to achieve zero or low touch conversions. However, if you’re planning to sell only extremely low touch conversions, today’s environment can be tough. The economics of each sale quickly start to slip away from you and you may be spending far too much money chasing too few customers. A customer acquisition cost (CAC) higher than a customer lifetime value (LTV) can mean death for enterprise startups.

The long-term solution is to focus on lowering your customer acquisition cost. Often this means a customer’s lifetime value will be lower as well, but you can find much more efficient ways to scale. On the other hand, not everyone has this option, and enterprise sales need to become part of a startup’s strategy.

So, what happens when you find yourself in the middle? In other words, you’re paying a premium to acquire customers because you have to, but also because those customers are contributing to your product development. To get out of “the death zone,” try the following four strategies.

1. Don’t Sell, Get Bought

Escape from the death zone by getting in front of more highly qualified buyers — the people who believe in what you are doing and are ready and willing to help you. These buyers can:

• Guide you through their buying process.
• Help you build relationships inside their organization.
• Define requirements at a time when you are still learning.

Finding these buyers can be challenging, but if you communicate effectively, they will find you. Not long ago, enterprise buyers only came to a few conferences a year. The rest of the time, you could only reach them through expensive channels such as analysts or trade media. Now, both buyers and users are proactively searching for great software to make their lives easier.

But first, you need to get out there. Today’s startups must be able to quickly communicate their value, but must be easy to find in the first place. Translation? You can’t hide behind complex websites and thick White Papers anymore. Becoming engaged and accessible are two of the most important things a startup can do today – and are the primary ways to attract the kind of buyer you need at this stage of the game.

2. Be Agile

Making bad assumptions can sink you, or set you back at a time when you can’t really afford to learn the hard way. Therefore, treat your customer acquisition process the same way you would your product development — be agile and constantly test assumptions.

Agility in sales doesn’t just mean trying new things. It also means measuring and monitoring existing processes, so you can clearly identify the outcomes — both positive and negative — and adjust accordingly.

3. Ask Questions

Many of the people with whom you network — and even your customers — can provide you with substantial product insight. When you work in a constrained environment, however, it can take time for people to warm up to you, but when they do, tap their knowledge as an invaluable resource. Ask the right questions in order to gather crucial feedback.

4. Be Honest

Above all, you need to be honest about yourself, your company and your product’s current stage of development. If you can be honest while simultaneously working hard to make up for any product shortcomings, you will reap rewards.

The best customers are the ones who are willing to jump into the fray with you to help accomplish your — and their — goals together. With their support and assistance, you can get through the enterprise startups death zone and emerge with both a positive margin and a better product.

So after you spent hours walking through your software and reviewing every pricing and licensing option possible, your prospect says, “Send me a proposal.”   It’s obvious that they want more than a quote.  Now is your time to seal the deal with a professional proposal that proves that you should win their business.

So how do you become a great salesperson? Here are 8 tips:

1. Sell a great product or service. You’ll immediately put yourself ahead of the game if you go to work for a company whose product “sells itself.” Sell a product or service you genuinely believe in, that performs as advertised and delivers true benefits to customers, and you’ll find that selling isn’t just a job — it’s a pleasure.

2. Work for the customer, not your company. Make your customers your top priority. Work toward satisfying their needs in an honest way and, ultimately, you’ll benefit as well.

3. Listen and learn. Before trying to sell anything, try to identify exactly what your customer’s problems are (not necessarily what your customers want — or think they want — since they may have no idea). Only after you know your customer’s need should you think about a solution.

4. Be positive. No one wants to buy from a grump. Selling requires you to have an upbeat, positive attitude, especially in front of your customers. No, being sunny all the time isn’t easy, but it’s a fundamental part of the job.

5. Build personal rapport. You can usually boost your sales effectiveness by taking time to develop a personal connection with each customer. Spend time to find common areas of interest and talk about them. Subjects can include sports, movies, hobbies, restaurants, travel and families. (Stay away from politics and religion!) Although completely off-topic from business, such conversations can go a long toward building mutual trust and understanding.

6. Understand that sales are built on emotions, not logic. People buy because they want to buy, and will then search for reasons to justify their actions. Use this to your advantage. Provide your customers with good, solid reasons for making a purchase, but do so to satisfy an underlying emotional urge.

7. Ask for the sale. Rookie salespeople are often too shy and self-conscious to come right out and say, “So, are you ready to buy?” But pros know that closing is what it’s all about it. Few people will hand over money until prompted to do so. It’s up to you to kick the customer out of neutral.

8. Follow-up. The best way to prevent buyer’s remorse — and to generate repeat business — is to follow-up with your customer once the product or service has been delivered. Is the customer satisfied? Is there more you can do to further enhance the customer’s experience?

On-Demand Talent: Helping people instantly get better jobs and employers instantly hire better people. Our client has built a revolutionary, automated talent platform that acquires, manages, screens and engages only warm candidates so companies can only hire the right talent when they need it.

Mobile. Social, Data. Sustainable, high quality talent acquisition at the push of a button!

This rapidly growing company has 120 employees, 1,300 clients and over 20M users. Helping employers and candidates connect socially and engage in enduring relationships by tapping the power of the social web. They are focused on transforming a $100B industry.

Position Profile

Looking for an energetic and highly motivated Sales Director/VP, New Business Development Representative to manage large enterprise sales relationships, build a sales pipeline, and close large new accounts. Candidates with a set of relevant HR and Talent Acquisition industry contacts from their experience in consultative sales in online / social recruitment advertising or a related field are preferred. You must be ready to roll up your sleeves in a dynamic, entrepreneurial environment to help drive exponential growth in a rapidly-evolving space.

Responsibilities
• Prospect and pitch Fortune 500 accounts by building relationships with channel partners, Senior strategic HR and candidate relationship professionals
• Be a credible subject matter expert in trends on online media, social media and candidate engagement
• Achieve a 50% close ratio on all new business
• Collaborate with the team to build excellent pitches and proposals
• Research new prospects and their competitors thoroughly
• Build and manage a pipeline of new business
• Maintain a working knowledge of company products and services
• Maintain industry and competitive expertise
• Attend networking conferences and trade shows
• Transition new accounts to the Client Success team seamlessly
Qualifications and Experience
• BA/BS degree
• Experience in outside, consultative sales in online media, social media or a related field
• Strong needs analysis, interpersonal and listening skills
• Strong knowledge of online recruitment advertising and online advertising/communications strategies
• Dynamic presentation and public speaking skills
• Outstanding communications skills
• Strong closing techniques throughout the sales cycle
• Experienced and comfortable working with senior executives
• Able to develop relationships at all levels

Interested candidates please forward resume to jon@sfgsearch.com

I am looking for people that have 4 plus years of sales and excellent relationships with accounts in the midwest. Person selling to IT would be the best fits.

Base salary $100,000 to $110,000 …OTE is $220,000…$240,000…..quota is
1 million……Avg.
sale is $150,000 to $250,000.

Interested is learning more….please forward resume to:

sfg@sfgsearch.com

Interested candidates please send resume to sfg@sfgsearch.com