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What defines a good salesperson? The number of cold calls made or deals closed? The time taken to close an opportunity or the total volume of revenue generated? These may be the defining indicators used in huge corporate companies or enterprises, but for a fast evolving business like ours they don’t really work. Because here at Tesonet, we are not following benchmarks. We are setting them.

To begin with, here are a few things to know about how we do sales. A salesperson at Tesonet is not your regular sales guy. We think about this person as a Sales Developer. This role combines the duties of Product, Project and Process Managers. A Sales Development Manager is the main player and this role comes with certain obligations on top: one has to identify the stakeholders within the company, estimate the costs, and be responsible for the final delivery. In this case, not only you have to nail your sales pitches, but both legal and financial knowledge is essential.
As a Sales Developer, you have to be able to react not only to regular market trends, but also to be aware of the other horizontal factors. Safe to say, Sales Development goes hand in hand with marketing, and it’s not enough to simply google possible leads. To reach the desired user acquisition, you should know what your customer thinks and wants. KNOW YOUR CUSTOMER! Moreover, Sales Development requires analytical skills in order to ensure the efficiency of selected methods. The analytical part usually defines whether the project is viable and worth continuing at all.

If a Sales Developer has strict domain of operation in terms of product and sales channels, Business Development is all about opening ways for new techniques to achieve company’s goals.

Let’s say, you have a well-established e-commerce channel for sales. To ensure a desirable growth, you have to look for alternative ways of selling your product, for instance, by finding business partners. Your job is to sell your idea and pass the part of dealing with the end user to a partner. That’s where sales and business development become interconnected.

At this point, let’s take a little detour to bricks and clicks. This is a business model for integrating both offline (bricks) and online (clicks) presences of a company. As for now, we’re staying as a clicks company, but we’re slowly testing the offline waters and expanding towards the bricks and mortar model. As you can imagine, it’s not that simple to harmonize these channels. The processes are slow, there plenty of parallel factors happening at the same time, and you have to juggle them all.

The most challenging part in both Sales and Business Development positions is large scale multitasking. You have to be able to manage your personal tasks, oversee the goals assigned, define priorities between the personal and delegated tasks. Not to mention managing the relationships between the stakeholders and communication challenges. Also, you don’t have to be afraid to kill a project sooner than planned to avoid further loses, but you should definitely be ready to stand for your position. In business like ours, the main objective is user acquisition, but at the end of the day, the final goal is profit. So here comes the challenging part of aligning these two with the company’s strategy. Challenge accepted!