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Exhibit 2.1 Salespeople require different competencies than they did two decades ago
Оглавление| Percent appearance in job profiles | Percent appearance in job profiles | ||||||
| Top competencies in the past | Pre‐ 2000 | 2000– 2009 | 2010 – 2014 | Top competencies today | Pre‐ 2000 | 2000 – 2009 | 2010 –2014 |
| Develops sales leads | 30% | 12% | 8% | Prioritizes tasks through logical analysis | 10% | 15% | 17% |
| Commits time and effort to ensure success | 20% | 12% | 6% | Embraces strategic vision/implements corporate direction | 0 | 8% | 13% |
| Qualifies prospects with standard probes | 45% | 9% | 7% | Ability to learn the business | 0 | 2% | 10% |
| Willingness to deal with multiple tasks | 20% | 7% | 3% | Controlled work approach | 5% | 3% | 8% |
Source: Cespedes, Frank V. and Weinfuter, Daniel. 2015. “The best ways to hire salespeople.” Harvard Business Review. Used with permission.
Hunters are salespeople who have the personality, motivation, experience, and preference to do missionary selling which involves developing new business – finding new partners to a medium (television, online, for example) and to a media outlet (a station or a website, for example) – and typically involves calling on customers, including local retailers, and not calling on advertising agencies. Missionary selling is also commonly referred to as direct selling.
Farmers are salespeople who have the personality, motivation, experience, and preference to do service selling, which includes calling on, servicing, and getting increased business from current customers. Service selling typically involves calling on advertising agencies.
Both types of selling require the ability to build trusting relationships with different types of customers and partners.
