01 Feb 2023
I had originally that bias/requirement when hiring ("SaaS experience required").
The main reason for me was that non-software reps are more likely to be moulded in a "cost plus" Sales mindset, ie selling the value of what they sell based on their product/service's cost (plus margin), instead of the value of the impact that product/service can have on their client's goals & bottom line (what's needed when selling a digital solution).
What I realised though is that I come from that background myself (selling commoditised hardware early in my career) and I learned/evolved, with success.
So best to remove that hiring limitation, and implement instead ways to test for either the right Sales mindset, or at least the ability to learn it.
Your point 4. addresses that in some way.
I found that a role play during the interview process is usually the best litmus test.
Good structured list overall Chuck 👍🏼
11 Apr 2023
Scaling the hiring of Sales people too early, ie before having a good, repeatable playbook in place is one of the most common mistake I have seen happen in startups. Very costly - directly & indirectly.
- everyone tries to "reinvent the wheel" in their corner, or moves at snail's pace trying to figure things out (at a high cost per hour wasted considering Sales packages)
- distraction for the org to on-ramp new hires
- lower close ratio of new reps
- good inbound leads go to waste when assigned to low-conversion reps (no matter if still learning or not a good fit)
- impact on morale of team under-performance
- etc..
Good approach re inbound leads when you get to scaling:
- divide your leads in tiers
- give the highest tiers leads to your best reps
- new reps get lower tiers leads to cut their teeth in
- "ugrade" reps to higher tiers as they demonstrate capabilities to handle them