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January 10, 2011
 The Ray & Barney Group is currently recruiting for an experienced Sales Campaign Manager for our client in Dublin, Ohio. The Sales Campaign Manager is responsible for independently managing assigned sales campaigns that are engineered to create sales leads under the direction of the Sales Development Manager. The Campaign Manager plans, creates, executes and analyzes campaign tactics to ensure that the outside sales team has targeted sales opportunity in the pipeline adequate to achieve sales and product quotas.
Responsibilities
- Responsible for project management of sales campaigns designed to create sales leads for the Americas sales team. Manages a variety of campaigns simultaneously.
- Develop project plan for each campaign, including metrics to measure results.
- Identify and provide report seeking management approval for all campaign costs, including design, print, mailing lists, postal and call center costs.
- Identify appropriate targets for the campaigns and request or purchase mailing lists.
- Work with Creative Services team to develop the vehicles used to execute the tactics for each specific campaign
- Phone campaigns: Coordinate resources for phone campaigns, including outside consultants or Sales Development staff. Write call scripts.
- Manage and execute e-marketing campaigns.
- Manage, coordinate & administer Web seminars
- Manage the fulfillment of requests for information from phone, mail and web site inquiries to ensure the timely, systematic response to inquiries
- Analyze the results of campaigns both during the campaign and after the campaign is complete. This analysis will include:
- Reviewing call reports from field sales, inside sales, and telemarketing agencies on a daily, weekly, and monthly basis.
- Reviewing daily sales campaign call report comments from prospects.
- Reviewing activity reports from the customer relationship management system.
- Reviewing the sales pipeline and billing data associated to the campaign as the campaign progresses.
- Developing metric reports measuring the success of the campaigns throughout and for inclusion in department report to executive management.
- Recommend and implement adjustments to campaign tactics, based on the analysis.
- Develop follow-up report on effectiveness of each campaign.
Campaign planning:
- Provide strategic input to the overall campaign planning process, including the process of developing an annual sales campaign calendar.
- Provide analysis and direction during the campaign planning process for individual campaigns including the tactics, timing, contents and budget.
List Management:
- Coordinate mailing list research for each sales campaign.
- Coordinate the extraction of names and mailing lists from the marketing databases according to the project requirements.
- Assist with the collection and analysis of market segment information based on business, program and institutional needs to help plan campaigns.
- Manages lists to ensure that any particular list or segment is not being used to frequently in campaigns.
Qualifications
- Bachelor degree required in Marketing, Business or similar degree.
- 3+ years of sales campaign and/or marketing program planning and execution in a B-to-B environment.
- Proven experience with the use of multiple marketing campaign tactics including direct mail, email marketing, telemarketing, social networking and web session execution.
- Understanding of telemarketing and telesales.
- Team-oriented collaborative working style. Strong interpersonal communication skills. Excellent visual, written, electronic and verbal communication skills.
- Ability to execute marketing programs and interact with multiple organizations within the company.
- Proficiency with the use Microsoft Office tools Excel, Word, and PowerPoint.
If you would like to apply for this position, please send your resume and cover letter to Michelle Montgomery at mmontgomery@rayandbarney.com
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September 23, 2010
Can we “Learn How To Hire Top Sales Talent?” by Rye D’orazio rdorazio@rayandbarney.com
How would another Sales Top Performer impact your sales?
In today’s business environment every sale matters and every sales team is at the center of a battle to do more than just survive. They want to thrive! But, great teams don’t just happen. They require leadership and a balanced investment in the systems, skills, and talent required to compete and win. Business leaders can have a blueprint for delivering the right talent, skills and systems required to field a great sales team, ensuring maximum impact and control over every sale.
Having the Right Sales Talent is the foundation for success particularly since sales people are the catalysts that drive most companies’ revenue. This session is for Company and Sales Executives who want learn practical ways to attract hire and retain the best sales talent for their organization. Jim Hunter the founder of PeopleBest list these 7 critical areas to look at in sales hiring and recruiting. Note that they encompass much more than recruiting and interviewing.
- “Crack the Code” of TOP Performers – know the exact SuccessDNA of ‘why’ your TOP performers outpace everyone else.
- Eliminate BAD Hires – by doing a SuccessDNA profile on all candidates before you hire, you end up only hiring TOP performers
- Save Time in Interviews – screen candidates before you speak with them and you’ll save time in talking only to the most qualified AND have exact areas to zero in on for clarification.
- Assessing TEAM Skills and Performance – looking at the SuccessDNA of your sales team will give you the exact areas to help improve performance individually and through training programs or coaches. The Talent matrix of what is important
- Utilize a SuccessDNA Model (culture, position expectations/performance mgmt, dvlp plan, comp plan, interview questions, competency tests, sales support structure vs. sales candidates DNA)
- Build a Sales Bench – Look at the size of your team, growth plans and the team’s performance.
- How to develop the team – Intentional Steps to coach and develop sales associates.
We have to ask ourselves what is the SuccessDNA of the Top Performer Sales person for your company and for your industry. Do you know and can you hire to:
- Skills, experience, motivation, competencies, etc.
- Can they sell to who you are selling to?
- Can they support your sales cycle and type of sale? (hardware, software, services, training) How you sell, how you get leads, etc.
- Can they work with the companies you call on, their buying process?
- Can they operate in your culture with the level of sales support you provide?
- Do they align with the DNA of the company – unspoken word – what it really is vs. what we like it to be or say it is?
Moving forward:
Step 1: Map Your SuccessDNA
1. Define your ‘A’ players behaviors
2. Define the exact competencies for the job
3. Map your people’s experiences
- Longevity & compensation with company
- Educational background
- Industry experience
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Product knowledge
- Training accreditation
- Employment stability
- Outside interests
4. Map your people’s–company differentiators
- Training programs – a lot or little?
- Incentive programs – big or small?
- National or local marketing support?
- Promotion policy – from within or not?
- Pay plans – highly leveraged or not?
- CRM or HRIS systems – big or small?
5. Create the Sales Job Portfolio
- Decision Support Criteria
- Job Description
- 30,60,90 Day Plan
- On-boarding Schedule
- Goals & Objectives Review
- Performance Measures, Metrics & Success Criteria
- Competency Assessment Profile
- Interview Questions
Step 2: Utilize a SuccessDNA Model
1. Eliminate BAD Hires – by doing a SuccessDNA profile on all candidates before you hire, you end up only hiring TOP performers
2. Save Time in Interviews – screen candidates before you speak with them and you’ll save time in talking only to the most qualified AND have exact areas to zero in on for clarification.
Step 3: Assess Your Team
Assess your team and track to refine your hiring profile to get specifically smarter as you go! Assessing TEAM Skills and Performance – looking at the SuccessDNA of your sales team will give you the exact areas to help improve performance individually and through training programs or coaches. The Talent matrix of what is important
Step 4: Team Development
Develop an Action plan for your team with Intentional Steps to coach and develop sales associates.
Join us for a Free Discussion on these issues September 30th. See the DEC http://events.linkedin.com/Learn-How-Hire-Top-Sales-Talent-First/pub/416463
August 22, 2010
 By Mark Faust
My son worked for one of the world’s top dog handlers who taught him one of the keys to her business success. When she was asked for what was a top strategy for continually growing her business, in a heartbeat she quipped; “Get rid of the idiots!”
Who are “the idiots?”
Anyone who robs your intended customer from any part of the value your business is meant to deliver is in this woman’s mind “the idiot.” This could be your worst customers, poorest performing salesforce employee, and even the poorest performing products or methodologies of your business.
We’ve all heard it many times, someone complaining about their “worst customer.” Frankly most businesses would have no problem listing out their top 20 worst customers. These customers don’t only cost your business profits by being high maintenance, they cost you business and profit in a myriad of ways. They are probably bad mouthing you and thus costing you potential referral business or lowering your salesforce’s closing ratio in their geography.
 Improving Sales The “worst/idiot” customers probably negotiate the lowest margins and worst yet, they probably rob your sales and service teams a load of valuable selling and service time that other more valuable/profitable customers are warranting. Ultimately the idiots cost you valuable sales time and an exponential amount of growth potential.
There are also idiot products and services. These are the hardest to deliver, lowest profit margin dogs that are legacy products that should have been abandoned long ago. Yet because of the lack of a strategic abandonment process in your company or because of a nostalgic yearning for yesterday’s product and people, these profit drainers are still around.
Most companies also have “idiot” sales performers, teams, or employees who deliver abysmal performance or walk out horrid character traits, and thus your company is suffering a tremendous drag. Jack Welch grew GE for many years with significant results from firing the bottom 10% for a period of many years.
Here is a three step strategy that can help you “get rid of the idiots.”
1. Have every sales rep list their “worst customers” based on profitability, pain or overall “drain.”
2. Conduct topgrading throughout your salesforce team and employee base; A performers, B performers and those who ideally you’d like to replace…for whatever reason, but especially for poor character and poor selling performance.
3. Make a list of all products, processes and protocol in your company that if you were beginning anew, would not make the cut in today’s environment
Now create teams for each of the above lists. Strategically “fire” your idiot customers who cost you growth and who rob your intended ideal customer market. If you are afraid to make the step, just do it with a fraction of the idiot customers, choosing only the worst of the idiots and watch closely what happens in those territories.
Next, closely consider who you could replace with better talent. This current economy presents one of the greatest employer markets for finding and hiring top talent. It is almost impossible for companies with a salesforce of more than 20 people to replace the bottom 2 and not make a marked improvement in production.
Finally consider all of the worst products, services and procedures of your company and have teams systematically eliminate and replace as many as you confidently can. This is a heart of continuous improvement, innovation and profit improvement.
Great opportunity abounds for the companies who aren’t afraid to fire the idiots and focus on their ideal customer. With your ideal employees and your best products and services this is the market in which the “idiotless” will thrive.
May 4, 2010
by Rye D’orazio rdorazio@rayandbarney.com
Part Time Professionals can have a significantly positive impact on many businesses. This emerging market trend is changing the landscape of how work is done. John Schaffer, a Technology Executive, says “Companies could benefit from the part-time contributions of senior thought-leaders, at least as an interim step, to ensure results in key areas such as compliance, technology business alignment, portfolio management, strategic global vendor sourcing, enterprise architecture, quality assurance policy, and the like. A part-time role imbues the contributor with connection and ownership, and gives the company continuity and directional consistency.” What a win-win proposition!
But will this work for sales? It can, if you have a tight sales plan and sales process for a part time professional to tap into so you can effectively leverage their time. Part Time resources can bring new relationships and connections that you otherwise could not obtain. Consider the example of the successful ex-CEO of a well known company. This leader would have many executive level contacts throughout the industry as well as other local companies that might be on your target list. Your sales cycle could be drastically reduced with this type of walk-in expertise, credibility and contacts!
A company’s sales culture has to align with utilizing part time resources as it is not for everyone and all sales teams. But for those whom it aligns it can have a significant impact. As Schaffer points out, “This fractional relationship is patterned after board directors who spend comparatively little time on any one company but whose contribution is both significant and impactful.” One key piece of the puzzle is ensuring that you maintain a high hiring standard using a strategic sales SuccessDNA model. Concludes Schaffer, (This part time employment model) “affords smaller companies the opportunity to obtain more advanced senior expertise than might otherwise be affordable.”
What do you think? We have seen tremendous success in part time sales arrangements when utilized effectively. Is your culture a fit, could a part time sales professional benefit your organization?
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March 24, 2010
Why are we passionate about Sales Recruiting?
By Rye D’Orazio Rdorazio@rayandbarney.com
Netscape CEO, Jim Barksdale, once said, “Nothing happens until somebody sells something.” Sales is the universal, fundamental activity that drives companies and organizations. Regardless of the economy or what is going on in the world, nothing happens without a sale.
 As Sales Advisors & Recruiters, it excites us that we get to work with Sales People! Sales people are high energy, assertive and aggressive personality types. We find they are fun to work with and we must be on our best game to do it right. Sales people are the people who are willing to take a risk for a reward; those who are instrumental in the success of their companies!
We are also passionate about the companies we help to meet their objectives. Many times it is the Sales Team that is the cure for the issues companies are facing, and to have a small hand in that gets us excited. From diagnosing hiring issues to helping build a Sales Bench, we offer an expert perspective in hiring and developing a winning Sales Team. It’s rewarding to watch our clients realize their goals because of the sales team we helped them hire. We enjoy the opportunity to participate in companies expansions or the opening of a new division or the launching of a product offering.
Companies are looking for help to improve sales performance, our thoughtful, long-term approach towards Sales Recruiting is helping them achieve their goals!
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February 25, 2010
Are you a sales hiring manager who is regularly hiring sales positions? Are you finding, even in this economic environment (and possibly because of it), that it can be difficult to locate qualified Sales Associates with all of the experience you are looking for? Maybe you should consider developing a “Sales Bench.”
 The “Sales Bench” idea is to invest in identifying and building a relationship with top performing sales associates in your industry. Your “Bench” will have the necessary skill sets to fill the sales roles for which you regularly have a need. The Sales Bench process is designed to identify gainfully employed, successful sales people and familiarize them to your company and to give you the opportunity to learn more about their career plans, needs, interests and timing. The very idea of the Bench is to nurture relationships with possible future associates.
It is an investment, but we have found that the overall cost per hire is actually lower than the traditional transactional “Get Me Someone Now” recruiting. One of the most important benefits is the close match in DNA of the company to the new associates. This can be attributed to the courting process sales bench building provides. This timely, well thought out method of bringing on Sales Associates can lead to lower turnover and higher productivity.
Sales Bench building allows you to plan your hiring strategy and be able to make timely, confident Sales hires.
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