CV Advice specific to Sales People
The dynamics of a CV for a Sales person needs to be different from any other.
You guys are expected to:
Okay, so none of us like it but everyone wants to see the contexts of your rolodex. This is essentially how to measure your experience, what level you are at and how and where you can successfully sell. Everyone understands that you cannot give away specifics in regards to this, that would be like telling everyone you meet your bank balance, not to mention it’s probably against your company’s privacy clauses and could get you fired. However, it is very important to give an impression of what level: For example: CTO/ network manager/ security manager for technical sell. CXO level for senior Sales Director level. Sales Executive level for a direct or B2B sell. It’s a good idea to indicate the level of contacts you have. It’s also essential that you indicate what sector you sell into:
Hunt My Job experts have managed the sales careers for hundreds of successful salespeople. Trust us to put your career plan on speed.
All these different sales processes have a radically different dynamic and require different expertise. If you are a direct seller it’s easy to scream numbers, figures, target, achievements etc. Presidents club amundo etc.
But what about if yours is an indirect sell? Are you exempt from all that numbers baloney?
No, not at all, it’s the first thing the Client will ask. You need to be ready. You need to present your resume in such a way that highlights what you have achieved statistically within your channel.
Sellers -Want to know how to sell yourself like a headhunter would? Download our E-book today!!
What if your numbers are shakey?
Believe it or not, the all singing, all dancing, solid CV, walking on water, serial presidents club addicts, success shining out from their rear end type of telecoms sales people are very much the rarity.
Most sales people have their fair share of skeletons in the cupboard and sticky questions regarding figures. It’s normal.
There are a huge variety of reasons why numbers can suffer:
The best policy is to try to dress things up as best as you can in an honest way. To be direct about the reasons why your figures were off that year. To state your reason as positively as possible. Ie: resist the urge to slur your old company negatively, if possible.