Responsible for new business development through cold calling and relationship sales

strategy with multi-level decision makers in a highly competitive selling environment both
within the organization and the competition
Constantly work under pressure and deadlines to meet and exceed weekly metrics with a
defined sales quota per month. Have attained recognition as the B2B of the quarter with
107% to budget
Successfully followings the Staples Way sales process first appointment presentation to
pricing presentation over a 5 to 10 business day sales cycle. Implementation and penetration
for multiple lines of business follows, for up to one year
Typical work week consists of both office and field days including telephone appointment
setting and face-to-face presentations, marketing mailer campaigns and presentation
preparation
Have successfully maintained a higher than average retention rate, due to relationship
building skills with buyers. Excel at selling BOSS (beyond office products sales) which also
leads to higher retention.
Valued colleague, trusted advisor and business partner for a small stable client base.
Demonstrated ability to open doors to new business opportunities and increase revenue in
highly competitive environments. Effectively execute a buyer - centric facilitative/diagnostic
prospecting strategy and implement sophisticated communication skills that must quickly
relate to targeted prospects. Team with internal groups to create sales plans and pricing
strategies; develop collateral support; meet with prospects to deliver presentations; maintain
appropriate follow-up. Build pipelines of prospective revenue opportunities constantly,
consistent analysis of sales cycle to improve its efficacy, and monitoring of prospect/client
feedback to test market needs
sending and receiving inbound and outbound calls to assess clients business needs, and
provide clients with further information and recommended action plans.
Assists consultants in client meetings.
Assists the SBDC staff with office operations, setting appointments, filing client
information, following up with clients, and other special task.
Adept at carrying out front desk duties and providing exceptional client experiences..
Sales Associate
Work with clients to understand their business issues and provide solutions that meet their
needs.
Renewing relationships with past buyers to drive future business.
Demonstrate ability to close sales and overcome customer objections.

Secure new business utilizing customers inquires and mass cold calling techniques.
Provides product information to prospective clients.
Maintaining daily cell records and monthly sales breakdown.
Acquire comprehensive product knowledge and ability to quickly assess customer needs
and assemble appropriate financial packages.
Managed a team of 10 Area Sales and Business Development Managers in a retail and B2B
sales structure which includes 30+ retail distribution points. Ensured a concentrated focus on
consumer/business sales, sales operations and overall customer experience to achieve
unprecedented business results. Influenced creation and execution of effective sales and
marketing strategies to achieve all revenue targets and generate profitable growth for the
company.
Spearheaded leadership for a multi-market and regional leadership team of over 400+
leaders and associates which includes all financial, operational, developmental and human
capital business goals.
Increased Gross Additions by 27+% (YOY 2012), reduced defections by 10K Subscribers
(2012), met average revenue per user (ARPU) targets and exceeded data revenue goals at
50% attachment rate.
Influenced business operations, sales, marketing and promotional strategies for 500K+
subscribers, generating over $450M in service revenues annually.
District recognized as market leader in driving highest attachment rate for Device
Protection; 55% and above.
Implemented business strategy to increase B2B penetration which resulted in 22% lift in
B2B sales.
Analyzed and established headcount budget to ensure optimal productivity and profitability,
while managing appropriate turnover levels. Experienced <20% turnover from 2011 to 2012.
Change management expert with success in leading through multiple organizational
restructuring initiatives.
Implemented cost containment plan that saved the organization over $2.5 million dollars.
Area Sales Manager (Chicago Sales)
US Cellular
Ensured new customer growth and achieved specified revenue targets. Responsible for
turnaround performance that yielded 25% increase in sales performance within first 6
months of role.
Created and coordinated local marketing strategies to increase brand awareness, increase
market penetration and drive data sales attachment rates quarter over quarter.

 Attract, recruit, hire, train, and develop talent at all levels.

Keen focus on people development. Created a leadership training program designed to
grow leadership skills and capabilities. Subsequently promoted 15% of associate base into
leadership positions.
Built and maintained dynamic culture through a Value Based Leadership approach.
Provided management for 8-12 company owned retail stores comprised of 14-16 leaders
and over 85+ associates.

Sending and receiving inbound and outbound calls to assess clients business needs, and
provide clients with further information and recommended action plans.
Retail Store Manager
US Cellular
September 2005 to January 2008
Supervised leadership to a mid-to-large retail team in their efforts of achieving sales targets,
delivering high quality customer service, managing store operations and improving overall
productivity and store efficiency.
Multi-unit leadership responsibility. Increased sales performance by 20% YOY; 40% data
attachment, avg $40 per customer accessory attachment.
Demonstrated effective leadership by teaching and coaching on company policies and
expectations, applying appropriate performance management strategies and career
planning.
Developed and promoted 7+ direct reports into positions of higher responsibility within a 2
year span.
Maintained store operations to be in compliance with SOX standards. Annual audit scores
of 97% or better.
Ensured resource management and inventory availability to support business operations
and merchandising standards and needs.
Retail Sales Manager
US Cellular
November 2002 to September 2005
Partnered with the Store Manager to deliver leadership excellence, coaching, and
development to frontline associates. Offered values based supervision to assist in
developmental growth, skill enhancement and goal attainment all while delivering an ideal
customer experience.

 Drove Sales attainment and ensured achievement of all Key Performance Indicators (KPI).
Provided customer service and sales support training meeting company policies and
standards.
Managed team performance and career planning goals.
Skills
Business Development, Coaching, Cross Functional Team Building, High Impact
Communication, People Development, Relationship Building, Sales & Marketing, Sales
Management, Strategic Planning & Execution, Thought Leadership
mirela balcanu
Presenting Orange Romania's services and products
Identifying customers' needs and offering them the best solution according to these
Achieving monthly sales targets, following quality indicators
Outbound activities: B2C, as well as B2B segment in order to secure the clients' database
Training activities for the new team members - setting an action plan
Power of Attorney when needed - administrative duties, support for the team
Proactive activities towards customer satisfaction
Share experience meetings with my team in order to make sure we all are updated and
share new ways of better selling
http://www.net-temps.com/job/rsrm/1010RM/it_sales_rep.html
http://davidcummings.org/category/leadership/page/4/
http://www.prosalesmagazine.com/business/sales/want-to-have-good-customers-examinetheir-behavior-first_o

http://www.indeed.com/resumes/B2B-Sales?co=US&start=250

https://archive.org/stream/elementsofretail00ivey#page/n11/mode/2up
file:///C:/Users/v3ron_000/Downloads/Mastering%20the%20Complex%20Sale%20-%20How
%20to%20Compete%20and%20Win%20When%20the%20Stakes%20are
%20High!.2003.0471431516.pdf
file:///C:/Users/v3ron_000/Downloads/Thorogood,.Successful%20Selling%20Solutions%20%20Test,%20Monitor%20and%20Constantly%20Improve%20Your%20Selling%20Skills.pdf
books.mec.biz

http://cpsa.com/knowledgecentre/
http://www.sellingpower.com/content/article/?a=6575/the-seven-qualities-of-top-salesmanagers
http://www.yesware.com/blog/2014/02/18/sales-rep-manager-find-groom-best-talent/
http://www.builderonline.com/builder-100/marketing-sales/10-qualities-of-a-great-salesmanager_o
http://top7business.com/?Top-7-Attributes-to-be-a-Top-Sales-Manager-Today HYPERLINK
"http://top7business.com/?Top-7-Attributes-to-be-a-Top-Sales-Manager-Today&id=1415"
HYPERLINK "http://top7business.com/?Top-7-Attributes-to-be-a-Top-Sales-Manager-Today
HYPERLINK "http://top7business.com/?Top-7-Attributes-to-be-a-Top-Sales-ManagerToday&id=1415"& HYPERLINK "http://top7business.com/?Top-7-Attributes-to-be-a-TopSales-Manager-Today&id=1415"id=1415" HYPERLINK "http://top7business.com/?Top-7Attributes-to-be-a-Top-Sales-Manager-Today&id=1415"& HYPERLINK
"http://top7business.com/?Top-7-Attributes-to-be-a-Top-Sales-Manager-Today&id=1415"
HYPERLINK "http://top7business.com/?Top-7-Attributes-to-be-a-Top-Sales-Manager-Today
HYPERLINK "http://top7business.com/?Top-7-Attributes-to-be-a-Top-Sales-ManagerToday&id=1415"& HYPERLINK "http://top7business.com/?Top-7-Attributes-to-be-a-TopSales-Manager-Today&id=1415"id=1415" HYPERLINK "http://top7business.com/?Top-7Attributes-to-be-a-Top-Sales-Manager-Today&id=1415"id=1415
http://hotelexecutive.com/business_review/2278/anatomy-of-a-hotel-sales-manager

There are five key qualities that are essential for success:
1. Empathy
2. Focus
3. Responsibility
4. Optimism
5. Ego-drive
Empathy
Empathy is the ability to identify with customers, to feel what they are feeling and make
customers feel respected. Empathy is NOT sympathy, which involves a feeling of loyalty
with another individual. It is more than understanding their concerns from an objective
standpoint. A salesperson showing empathy can gain trust and establish rapport with
customers by being on their side and not appearing judgmental. Empathy allows the
salesperson to read the customers, show concern, and clearly demonstrate his or her
interest in providing a proper solution.

What to look for in good performers:

Ability to identify and react accurately to the behaviour and emotions of customers
Identify other peoples feelings/frustrations objectively without necessarily agreeing with
them
Ability to establish rapport easily and put people at ease in their presence
Good listening skills
Curiositythe candidate asks questions that require more than a yes or no answer
Poor performers:
Experience difficulty in establishing rapport with a wide variety of people
Experience difficulty in adapting their personality style to others with different or noncomplimentary styles
Have difficulty recognizing and responding to subtle verbal, non-verbal and behavioural
cues
Focus
A person with focus is internally driven to accomplish goals and can stay attentive to one
topic. Focused individuals are more demanding of themselves than other people and they
are self-motivated. They are able to organize themselves and recognize what needs to be
done in order to achieve their goals.
In a salesperson, focus produces best results when it is balanced with empathy. You then
see a person who listens and identifies with the customer while keeping focused on set
goals, and who is able to translate these goals into solutions for the customer.
What to look for in good performers:
Are goal-orientated and have the ability to articulate their goals clearly and assign timelines
Do not depend upon the sales manager for direction or guidance
Possess the self-discipline and conscientiousness to service customers and develop the
business from that customer on successive sales calls
Clear, direct answers to interview questions
Poor performers:
Need to have performance objectives/standards defined for them and need occasional
reminders of what those objectives are
Need structure and external assistance from a manager to keep them from being distracted
and "on track with their objectives
Are anxious about things being performed according to the rules or established procedures
Tend to get distracted and involved in behaviours and relationships that do little towards
meeting long-term objectives
Responsibility

A person with a strong sense of responsibility does not place blame on other people when
placed in a difficult situation. This type of person, referred to as an agent, gets things done
and when obstacles arise, accepts any errors or omissions that have occurred. He or she
does not get defensive nor do they try to blame the situation on circumstances or on other
people by making statements such as, Its not my fault boss that consumer confidence has
declined due to terrorism and the war in Afganistan. Sales managers should strive to hire
agent-type representatives.
What to look for in good performers:
Possess an appropriate sense of urgency, as exemplified in the need to see the sale
progress and to bring situations to a resolution
Anticipate consequences and evaluate alternatives before acting
Tend to not have excuses for a situation and take action when situations require action
Maintain a positive outlook towards situations and peopletends to admire, and not to
criticize a lot
Can accept valid criticisms and suggestions for performance improvement
Poor performers:
Tend to blame people, circumstances and other external factors for why something did not
succeed or why something was not completed
Are comfortable with the status quo and perform only what is required of them
Fail to go above and beyond what is required to meet customer expectations
Optimism
A salesperson with a healthy amount of optimism can be described as someone who is slow
to learn helplessness. This person has persistencea trait that is critical in the sales world
because of the frequency of rejections salespeople experience. In the face of failure, some
people throw their hands up in the air and resign themselves to the disappointment because
they feel helpless to change the situation. Others, however, see themselves as being more
resilient and that a customers refusal is NOT a rejection of themselves personally, but of the
opportunity being offered. Salespeople who possess a large amount of optimism like
themselves and when they encounter failure, although disappointed, it does not destroy their
positive view of themselves. They consider themselves still in the running and able to turn
the situation around. They believe that they can make things better by using a different
approach, or by trying again.
What to look for in good performers:
Initiative and the ability to focus on opportunities and solutions
Focus on what can be done as opposed to what cannot be accomplished
Refusal to allow rejection on one sales call to affect their ability to perform on the next

Persistence in forcing an important issue even in the face of possible rejection

Poor performers:
Experience paralysis when faced with setbacks, problems or obstacles
May suffer from inconsistent performance, or have a sales track record filled with peaks and
valleys
Ego-drive
Ego-drive is similar to optimism in that both traits require persistence. But ego-drive is
persistence for the purpose of succeeding and above all winning. Its all about
competitiveness. When a person hangs in there with fists clenched and a teeth gritting
appetite to succeed at his or her goal, you see a powerful ego-drive. This person is selfmotivated and a self-starter with clear ideas of what he or she wants to achieve.
What to look for in good performers:
Enjoy competitiveness and constantly look for ways to measure themselves against their
peers
Possess leadership qualities and is not afraid to exert pressure to influence others
Enjoy sales as a profession for it provides personal gratification and ego enhancement
Determined to win and willing to take risks
Poor performers:
Rely on manipulation instead of trust and rapport for results
Possess a win-at-all costs attitude often at other peoples expense
Find minimal personal gratification in making a sale
*Herb Greenberg, Harold Weinstein and Patrick Sweeney. How to Hire & Develop Your Next
Top Performer: the five qualities that make salespeople great. New York: McGraw-Hill,
2001, pp. 9.

How to be a great manager

Its not unusual for a builder to look to his own sales staff when he needs to hire a
sales manager. While it might be tempting to give the position to his top
producer, thats probably not the best person for the job. The customer-focused
skills that make a person a great closer are quite different from the ones needed
to keep a staff inspired, educated, and prepared to sell. While sales associates
need to master the sales process, build rapport and trust with buyers, and be

relentless at prospecting and follow-up, sales managers need to be able to set the
proper goals for their teams and give them the tools to achieve those goals.

Salespeople are funny, says Leigh Staley Tarullo, a former division vice
president of sales and marketing for Ryland Homes who has since founded 3D
New Home Sales Systems. The very qualities that make them great salespeople
make them very hard to manage, but despite what they say, they want to be led.
Its tough for a lot of managers to do.

Here are 10 attributes of a great sales manager:

1) Passion. This is also one of the top qualities of a master closer and the only
one that cant be taught. Without a passion for the home building industry, its
impossible to lead and inspire a team, Tarullo says.
2) Integrity. Combined with passion, these are the two most important qualities
for a sales manager. They need that core, Tarullo says. If they dont have those,
they shouldnt be in sales management.
3) Positive attitude. Its up to a builders leadership to put smiles on the faces
of the sales team and set the tone for the company.
4) Coaching. Seventy percent of a sales managers time should be spent
coaching, either in groups or one on one, Tarullo says. Any sales manager who
says the workload doesnt allow that kind of time with the staff needs to examine
how the day is being spent and ditch or delegate any activity that doesnt affect
lead generation or conversion.
5) Leadership by example. The sales manager should be out on the sales
floor with his people, says Jim Capaldi, director of sales for the Ventura division
of Standard Pacific Homes and author of The Ultimate New Home Sales Success
Manual. Thats where youre most productive. Lead by example, make them
accountable, push them, and get them out of their comfort zone.

6) Loyalty. Sales managers need to go to bat for their sales team members, says
Debbie Dompke, sales manager for Chicago-based Lexington Homes. Let them
know youre on their side, she says. When they know youre sincere, its
amazing the work ethic youll get in return.
7) Availability. Dallas-based sales trainer Bob Hafer says paperwork has to be
done, but it cant be used as an excuse to not do the tough stuff. Its easier than
dealing with people, to be sure, he says, adding, Administrative tasks never talk
back to you. When he was a sales manager, he got to work at 7 a.m. and spent
two hours on paperwork before the phone started ringing. Then, when the sales
centers opened, he was available to work with his sales teams in the field.
8) Motivation. This includes encouragement and recognition. Dompke says she
does this in so many wayscontests, games, dancing, singing, dressing up. You
laugh together and play together.
9) Continuous learning. Doctors, accountants, attorneys, and other
professionals keep learning their whole lives in order to keep their skills up to
date. Sales managers need to do likewise. When you dont grow, Capaldi says,
you leave the door open for someone else.
10) Listening and communication. This is an underpinning for most of the
other qualities. You cant be a good coach or motivator if youre not a good
communicator; and you cant continuously learn, lead by example, or
demonstrate loyalty without being a good listener.
Years ago, the sales managers job was about paper management, organization,
and managing the interest lists, Capaldi says. Now, its about keeping the sales
team accountable, motivated, and focused on the basics of selling. I always
preach to people that real estate sales is the hardest job to be good at and the
easiest job to fail at.

And Tarullo feels that the sales managers job is the key to that success. I think
its the toughest job in the business because you have to wear so many different

hats, she says. You need to be a disciplinarian but also a coach and a
motivator.

Top
7 Manager
Attributes
to be a Top
Sales
Today
By Jennifer HYPERLINK "http://top7business.com/?expert=Jennifer_Selland" HYPERLINK
"http://top7business.com/?expert=Jennifer_Selland" HYPERLINK "http://top7business.com/?
expert=Jennifer_Selland"Selland

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A myth is great Sales people make superior Sales Managers. The truth is great Sales
people often make mediocre or even poor Sales Managers. It always has been a little
confusing to figure out what exactly makes a top-notch Sales Manager. Well-Run
Concepts has been conducting research to quantify what is needed in the position of
Sales Manager today.We used a comprehensive, validated, step-by-step process
called the Trimetrix system to determine what is needed for top performance.
Attributes tells us if an individual can do the job by looking at what personal skills or
competencies are needed in the job of Sales Manager.

DEVELOPING OTHERS: The ability to contribute to the growth and

development of others.
Strongly advocates for the growth and development of others
Devotes appropriate time to training, coaching and developing others
Understands the implications of varied learning styles and their importance
to individual development
Regularly follows up and holds others accountable for their performance

TEAMWORK: The ability to cooperate with others to meet objectives.

Discards personal agenda to cooperate with other team members in
meeting objectives
Contributes positively and productively to team projects
Builds and sustains a trust relationship with each member of a team
Supports other team members and team decisions

DIPLOMACY AND TACT: The ability to treat others fairly, regardless of

personal biases or beliefs.
Maintains positive relationships with others through treating them fairly
Demonstrates respect for others

 Understands and values differences between people

Respects diversity in race, national origin, religion, gender, lifestyle, age and
disability

SELF MANAGEMENT: The ability to prioritize and complete tasks in order to

deliver desired outcomes within allotted time frames.
Independently pursues business objectives in an organized and efficient
manner
Prioritizes activities as necessary to meet job responsibilities
Maintains required level of activity toward achieving goals without direct
supervision
Minimizes work flow disruptions and time wasters to complete high quality
work within a specified time frame.

PLANNING AND ORGANIZING: The ability to establish a process for activities

that lead to the implementation of systems, procedures and outcomes.
Defines plans and organizes activities necessary to reach targeted goals
Organizes and utilizes resources in ways that maximize their effectiveness
Implements appropriate plans and adjusts them as necessary
Consistently demonstrates organization and detail orientation

GOAL ACHIEVEMENT: The ability to identify and prioritize activities that lead
to a goal.
Establishes goals that are relevant, realistic and attainable
Identifies and implements required plans and milestones to achieve specific
business goals
Initiates activity toward goals without unnecessary delay
Stays on target to complete goals regardless of obstacles or adverse
circumstances

INFLUENCING OTHERS: The ability to personally affect others actions,

decisions, opinions or thinking.
Effectively impacts others actions
Gains commitment from others to achieve desired results
Analyzes others opinions and leads them to understand and willingly accept

desired alternatives
Persuades others in a positive manner

Anatomy of a Hotel Sales Manager

By Michael McKean, CEO, The Knowland Group

Not everyone is cut out for sales especially cold calling. Quite frankly, few are. Finding those
few natural, exceptional people can be a challenge in any environment, but especially now when
so many people are looking for jobs. With a single job posting you can be inundated with cover
letters and resumes, many of whom are not the slightest bit qualified. Still others look great on
paper but turn out to be a big mistake a week into the job.
So how do you find the right people for your sales team? There are a few key qualities to look for
in every sales manager you hire. These characteristics have nothing to do with their job history.
While experience is obviously a factor, the people who exhibit the following traits naturally are the
ones who will bring you the most success.
A People Person
One of the easier characteristics to identify is the ability to get along easily with anyone and
everyone. You want someone who likes walking into a room of strangers and introducing
themselves. But its more than just being outgoing. As any good DOS knows, hotel sales is all
about building relationships with meeting planners. And with so many different groups out there,
no two meeting planners are exactly alike. Developing those relationships takes time, and the
process is never quite the same for any particular prospect.
A great sales manager will:

Find and build upon a point of connection with the prospect quickly.

Make every person they talk to feel like they can relate on a personal and professional level.

Feel at ease interacting with different types of people in any social or business situation.

The interview is a great time to gauge whether a candidate is truly a people person. They are in
essence selling themselves to you. If they seem awkward or ill at ease talking about themselves
a subject they should be very well versed in it does not bode well for their sales skills.
A Good Conversationalist
Separate from being good at building relationships, a great sales manager will also be very skilled
at the art of conversation. These are not shy people. A good conversationalist is:
Excellent at small talk, explanations, even story telling.

Good at sharing things about themselves, but more importantly, good at getting others to
share important things with them.

Experienced in knowing how to lead a conversation in a way thats natural. Theres a delicate
balance between guiding a conversation and still giving the prospect enough room to talk
about what theyre interest in.

Fast on their feet. They should be able to pick up on both positive cues and potential road
blocks and know how to respond quickly.

Bunny Homa, business development manager at Oak Ridge, a Dolce conference hotel in
Chaska, Minnesota, points out that a good sales person knows it isnt features and benefits they
are selling its all about listening to what the customer is looking for, and providing solutions
based on their needs. It often means being a keen listener rather than a good talker, she
explains.
Al Luciano, director of sales and marketing at La Torretta Lake Resort & Spa in Montgomery,
Texas, agrees that its all about being a good listener and doing your homework before you even
start the sales process.
Most sales people will just start talking to a person without really understanding who the
customer is, says Luciano. A good sales person can articulate certain questions to lead the
customer where they want them to go.
The way to do that, explains Luciano, is by finding out about the customer ahead of time:
Knowland data, the customers web page, their Linked In profile, and their Facebook page are all
different things you can look at before you start talking to someone to find out who you are
dealing with.
Thick-skinned
Even the best sales person is going to face rejection. Whether its a person who just cant be
bothered or an assistant who refuses access to the decision-maker, rejections will happen. When
they do, a good sales manager needs to be able to:
Have the persistence to call back meeting planners time and again even when they may be
avoiding them.

Know how to handle objections from gatekeepers in a professional manner.

Understand that sales is a game of numbers, and for every rejection they receive they get one
call closer to their next contract.

You cant let lost business get you down, says Homa. Even when youre having a bad month,
you have to maintain your positive attitude and just keep plugging away on your goals and
working your plan!
Passionate
For any great hotel sales manager, sales is more than a job. Its a passion to prospect, find new
business, exceed sales goals, and get that big bonus. That drive to succeed is one of the number
one characteristics hoteliers want each of their sales managers to have.
If they have passion and accountability, the other important traits usually fall into place, notes
Peg Grigolo, director of national sales for Portfolio Hotels & Resorts. If youre not driven then
youre not going to make the phone calls, youre not going to bring in the business, your hotel is
not going to be successful, and youre not going to keep your job.
Telesa Via is city director of sales & marketing for Kimpton Hotels & Restaurants in the
Washington D.C. area. She advises hotel executives to learn what best motivates each of their
sales managers and then tap into that passion: Get to know your sales managers as individuals
so you can find out what drives them. The more they feel rewarded and acknowledged for their
successes, the better they will perform. With passion comes enthusiasm for the property you
represent, says Luciano. A hotel sales manager can do all the sales process things correctly, but
if they dont believe what theyre selling is truly good for the person theyre talking to, the person
will pick that up straight away.

In the interview, look for candidates who have true passion. Ask them why they like sales. The
best people love it because they know they can compete and win and thats what they live for.
Not afraid of the phone
A person can have all of the above characteristics but if theyre not a good cold caller, theyre not
going to be a great sales manager. In the end, it all comes down to being great on the phone.
Even some of the most outgoing conversationalists out there look at the phone as if it weighs 40
pounds. The biggest people person cant always translate their skills. The only accurate way of
finding out whether a candidate possesses this ability is to see them in action.
Thats why at Knowland we put all our new hires on the phone on their very first day. Since we
have a business development process in place to track our sales efforts, it becomes clear quickly
whether or not a new sales person is up to the task. A good cold caller should:
Be able to make 30 or more calls per day. This may seem like a huge number for some
hoteliers but it is standard operating procedure for dozens of other industries!

Embrace the phone as their friend. It may sound corny, but they shouldnt need to be goaded
into making their calls they should enjoy it!

Being a great sales manager takes a special type of person. They either have it or they dont.
While finding the right people for your team is crucial, you dont have an endless amount of time
to spend picking through the mediocre. To quickly zero in on your best candidates, look for people
who have all five of these qualities in abundance. Talented sales people combined with powerful
business development software can have a tremendous impact on increasing group business at
your property.