Software Executive Magazine

OCTOBER/NOVEMBER 2017

Software Executive magazine helps software executives grow their businesses by showcasing the business best practices of our readers, executives from established and innovative software companies.

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quires a candidate to give a 10-minute presentation to a room of four or five people. Duncan purposely doesn't give any direction and gives only a 24-hour notice be- tween the team interview and the final presentation. "People who just come in and go, 'Oh yeah, here's my dog,' you already can see that they're lacking the sales process structure because any person with good sales acumen would present a start, middle, and conclusion. It wouldn't just be a descriptive presentation," Duncan says. "How do you know a candidate is not just going to come in and be an extrovert and sell themselves in the interview? Put them on the spot, give them a day to prepare for it, and see what cues you can pick up from those 10 minutes." One presentation that stuck with Duncan was a car sales manager who was in his early 20s. He spent his 10 minutes training the Epos team how to sell cars. Duncan was impressed by his maturity and his ability to sell him on a specific topic. step 3: build a coaching culture The car salesman Duncan mentions is a good example of the Epos sales team – he's young. The average age of an Epos employee hovers somewhere around the mid- 20s. This certainly makes it easier to hire reps, not to mention the upside of cost savings. "None of my reps here are veterans. The best reps here have one year of sales experience. They come in with a blank slate, and we give them good training and a lot of coaching," says Duncan. "It only works to hire inexperienced reps if you have a coaching culture." This coaching culture starts and ends with KPIs. Duncan tracks metrics like calls, conversations, demos booked, demos completed, revenue pipeline, and new business op- portunities. Each rep has a weekly tracker, and every Mon- day means being accountable for the previous week's KPIs. Here's what a typical week looks like for an Epos sales initial reps are proving the model and validating that your metrics are correct, then it's time for an internal recruiter. Duncan admits he waited too long to bring on an internal recruiter – he brought on a recruiter after 18 months and probably could have done this six months after opening the U.S. office. Once a good pipeline of candidates has been estab- lished, Duncan prefers personality and attitude over sales experience when it comes to building his sales team. Of course, some experience selling over the phone helps, and it's a plus if Duncan can find a rep with re- al-world experience working in any of the industries the software is sold in (retail, restaurants, bars, etc.). "I look for people who have worked in bars, who have used point of sale, who understand our customers' challeng- es. They can relate to speaking to the man on the street. Our typical customer is a normal bar or restaurant owner; it's not C-level suite executives." Epos sales reps typically go through a five-stage hir- ing process. Its internal HR team does an initial phone screening, which is followed by an in-person interview with HR; then a sales manager will do the third inter- view, then the candidate will spend a half hour with the current sales team, and then Duncan steps in for the fi- nal phase. The whole process typically takes only three to four days. The final stage is where Duncan can really flesh out a candidate's personality and attitude – he re- an inside look at Epos Now's sales enablement tech stack ▶ CRM: Salesforce ▶ KPI Platform: LevelEleven ▶ Cloud Contact Center: New Voice Media ▶ Email Automation: Mixmax ▶ HR Plugin: XCD HR "Some companies spend loads of money on sales enablement technology, and we don't. It all goes back to that cost per rep. If you're spending $1,000 per month on licenses for the rep, and buying leads, and parking spac- es, and wages, and commission, and shared manager salary, it adds up." "You have to make sure you've got the demand so reps can have a job and not be sitting around twiddling their thumbs all day." D A V I D D U N C A N V P O F S A L E S & O P E R A T I O N S , E P O S N O W SOFTWAREEXECUTIVEMAG.COM OCTOBER/NOVEMBER 2017 16 EXCLUSIVE FEATURE Executive By A. Sorensen PLAYBOOK FOR GROWING A SOFTWARE SALES TEAM FROM 0 TO 50

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