Was tun Sie, wenn Sie während eines Vorstellungsgesprächs Schwierigkeiten haben, Verkaufsziele und Quoten zu erreichen?

First make sure your product is actually something customers need to fill a gap. Second is confirm product quality, packaging and logistics capabilities and does that meet customer requirements. If yes to 1&2, segment customers into Ables, Willings and Willing and Ables. Focus on those both Able and Willing. Determine product price vs alternatives. Create awareness because with no awareness there isn’t sales and without sales there’s no earnings. Have a realistic timeline. All big things start small.

First off, this question is written very awkwardly; ie, what is LinkedIn exactly asking. My assumption is, "how do you handle an interview question regarding your past performance for sub-quota results" The topic of honesty is certainly your best solution. Tell the truth and tell it fast. 1). Can you recall what market forces were at play? 2). Did you have the correct strategic plan in place or not? 3). Was this plan executed to satisfaction? Falling on your sword and realizing that you learned from this mistake or how to improve on the situation is what they are looking for. Falling short comes down to poor execution or poor environmental factors. Try and remove the execution piece.

If I find myself struggling to meet sales targets, the first step I take is to analyze the reasons behind the performance gap. I look at various factors such as market conditions, client interactions, product feedback, and competitive activities. This analysis helps me understand what might be influencing the numbers. Once I have identified potential causes, I create an action plan. This might involve improving my sales pitch, seeking additional product training, or enhancing customer relations through more personalized follow-up. I also believe in leveraging team knowledge and support, so I often collaborate with colleagues to gain insights or new strategies that could improve my approach.

If you’re missing targets, it’s easy to blame outside factors. - bad market - not enough prospects - they’re ghosting me Step1 - stop this and be self aware. What could YOU do differently? Once you know the answer to this, go into the interview. Be honest about where you are. Share what you did wrong and what your plan is to improve. It’s all a self improvement journey. Keep calm and carry on!

I'm assuming this is for an interview or a corporate review. First, it is important to acknowledge if sales are below expectations. Then expanding on number of reasons or factors that could be in consideration, (if you are a top or Apex perform of the your overall history.) Go into breaking down factors, such as consolidation in the market, supply chain issues, inflation, gas prices, labor shortages, lost bids, changes in POS or SAP integration etc. Now - what are you doing in your capacity and what do you suggest the company do? In other words, remind them what you've done, specificaly why are you down, and finally what are you doing to adjust!

Alongside leveraging team support, I actively pursued skill enhancement to navigate the competitive landscape of media sales. Recognising the need for continuous development, I enrolled in advanced training programmes that focused on the dynamics of media sales. This additional certification equipped me with a deeper understanding of market trends and buyer behaviour. I also dedicated time to refining my negotiation techniques through workshops. These sessions provided practical exercises that sharpened my ability to close deals effectively. Furthermore, I improved my customer relationship management by adopting new CRM software, which allowed for more personalised and efficient client interactions.

I have completed several modules through ECIA ! I also go yearly to the Design2 Electronics Show at Meadowlands. I NETWORK ALL YEAR with former co workers customers and vendors. My relationships have been long and trustworthy.

During a particularly challenging quarter I not only conducted a self-assessment but also recognised the power of leveraging support from my team. After identifying engagement issues in my pipeline, I initiated collaboration with colleagues for joint pitches, which brought diverse strengths to the table. We combined our expertise to create more compelling presentations that resonated with our clients’ varied needs. I also reached out to seasoned sales professionals within my network, tapping into their wealth of experience. Moreover, I participated in team brainstorming sessions, which were invaluable in generating innovative ideas and strategies. This collective effort contributed to a team-wide increase in sales.

I was an Inside Sales Rep for many years. I make my team members feel important and equal. I always went the extra step to encourage my sales people to talk to the customers. On the outside we hear they want to know our staff. Not just on email. We all bring something unique to business. I have always been an asset. I am reliable and always go out of my comfort zone.

Each year new companies arise and many we counted on the year before may not have the broad projects. It is important to always thank our customers and not lose touch. There are always new opportunities and how we take the time to reach out..not just when we are at quota but more important in slow times...to dive in and make the calls. Do the work and research to see how you can help those people who got you the activity. We all need to always make outbound calls. Follow up and Caring is Key !

I was tasked with prioritizing a certain number of accounts. Having to give up accounts I had for years. In that I showed team effort and always put the companies objectives first so that we all succeed. I also was available even on planned days out....my hone was available to my customers my managers and my team. I will always make time for important people.