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1. sale roles (Overview of Customer Success Manager role ([Instructor] As…

- - - - Customer Success Manager
        might answer that "What drives you?" question. I'll come right back and share some thoughts. (bright uplifting music) - Growing up, my mom worked as a wedding planner. When my brothers and I got old enough to actually sit still, she'd sometimes bring us into her customer meetings. While a lot of the time was spent coloring and drawing, as I got older, I started to pay attention. I loved how effortlessly my mom managed her customers and how committed she was to making sure all of their questions were answered, and assuring every aspect of their big day was a wonderful experience. I ended up working for her business during the summers throughout college, and that's when I realized that I was also really good at managing customer relationships and extremely detailed projects. I just didn't know for sure if I wanted to follow in those same footsteps. I kind of stumbled on Customer Success Manager after my partner landed a job at a software company and moved to Seattle. I wanted to be closer so I started exploring jobs there and not surprisingly, many of them were in tech, and that's when I discovered that this role existed. I got really excited because it lined up almost perfectly with my problem-solving strengths, my killer organization skills, and my passion for delivering an amazing customer experience. I landed my first CSM role in 2013 and I've been hooked ever since. (bright upbeat music) - This answer works well. The candidate showcases his enthusiasm and motivation for the role, while at the same time outlines his strengths and some of the fundamentals that make for a great CSM: A genuine interest in the client, listening skills, and a commitment to great customer experience. I also liked that he uses a personal story which helps position him as a genuine and likable person. Good answer!
- - - - Relationship manager
        “My first step in turning a no into a yes begins way before the big ask. Honestly, it begins before I even approach a prospect or client: I do my homework. I study what’s going on at the company. For instance, I’ve been working to land a deal with a big manufacturer in my region for over two years. A few months ago, I noticed that this company was acquiring another firm and knew it was time to re-approach. Specifically, I suspected our software could really help ease the process of integrating the two companies.
        My next step is to focus on the relationship first, not just the deal. Simply put, people buy from people they trust and like. They buy when they feel you genuinely care about their work and their challenges. They buy when they like you. That manufacturing company? I’d tried opening up business with them at least three other times. I’d not yet turned their no’s into a yes, but they liked me. They took my calls. They appreciated that I was thinking about them and had their interests in mind. I listened to them. I cared.
        It just wasn’t the right time - until that acquisition came about.
        From my past conversations, I knew they were concerned about the return-on-investment (ROI). And so, when I contacted them this time, I applied a tactic that works really well for me: I brought up the objection before they did. I actually began the conversation by acknowledging their prior concerns about ROI and then asked if I could outline my ideas on how they could recoup their investment within six months, while also taking a lot of the headache out of integrating the two companies.
        And it worked! My patience and persistence paid off. I got the meeting and,ultimately the sale. That’s actually another key factor in how I turn a 'no' into a 'yes' - I don’t let the first 'no' be the end. If I think there’s still potential - like I did with this customer - I keep them on my radar and re-approach when I think the timing is right. Fortunately for me, in this instance, it was!”
        Why this answer worked well:
        This answer covers a lot of ground. The candidate highlights the steps she takes when trying to turn a “no” into a “yes” while, at the same time, sharing an example of a time in which that process has worked.
        
        SDM
        “I’ve been kind of lucky in my career, because I started dealing with the dreaded 'noes' when I was a graduate student at Michigan State University. I figured out that the best paying student job on campus was working as a telemarketer for the Alumni Association. And, every Tuesday and Thursday evening, I called MSU grads and asked them for donations.
        It was honestly the hardest job I’ve ever had. People just hate when you interrupt their dinner or family time with a request for money. It was also the job that taught me how to respond to and recover from the 'noes'. I actually ended up being one of the top performing telemarketers and I attribute this to a methodology that I developed for myself. After every 'no' call, I would take 10 deep breaths and remind myself that every call was a new opportunity. I’d also write down the reason the person gave for not contributing and, on the first of each month, I’d study these notes and think through ways to respond to the objections I’d heard. I ended up creating an informal 'objection handling manual' that I’d use during each call. As my colleagues caught on to what I was doing, they started asking me for a copy.
        After a few months, our supervisor asked me to do a formal training on handling objections and, today, a version of my manual is still being used. I’ve carried this process forward into my professional career and it’s been really effective. I don’t get discouraged by pushback from prospects and clients. Instead, I take my deep breaths, write down the specifics of that 'no' and, every month, create new strategies for dealing with different situations. And, funny enough, I also train all of our new SDRs on dealing with rejection.”
        Why this answer worked well:
        This answer covers a lot of ground. The candidate made it clear that she learned early on in her adult life how to handle the “no’s” in a calm and strategic way. And I liked the way she describes how she writes down objections she hears and spends regular time strategizing around those key themes. It was also cool to hear that her process was valued by more than one employer - so much so that she’s training her teammates on how to handle rejection. The only thing that would have made this answer better would be a specific example of a “no” that she tackled, but this is a really solid answer that an interviewer would likely appreciate.
- - - - Relationship manager:
        “How do I manage multiple clients successfully? With systems, a regular routine, and proactive communication. In 15 years of working in sales I’ve refined my formula to meet the specific needs of each organization. Here’s what my approach looks like today:
        First, my company uses an amazing customer relationship management tool. I’ve worked hard to become the team’s “power user” and I know how to really get the most out of the software. I’ve also proactively added an online scheduling tool and really simple web conferencing software. You never want software that’s designed to make life easier to frustrate your customers because it’s too complex.
        Next, I have a routine. Each morning, I spend a half-hour scanning emails, listening to voicemail, and reviewing any messages that have come in through other platforms. From there, I create my to-do list, which will include my pre-established goals for the day as well as a prioritized plan for anything that’s come in overnight. I also weave in 15 minutes every day for education and use the time to read, listen to a podcast, or watch a quick video tutorial.
        Next, I batch my emails. I check them three times a day: once during that first half-hour, once at 1pm, and once at 4pm. My clients know that I’ll be front and center across these times unless I’ve alerted them otherwise. They also know that I won’t likely reply to an email at any other time, so they should call if urgent.
        Last - and this is important - I say no to anything that I can’t realistically accommodate or that extends beyond the scope of our relationship. I, of course, offer some alternate options that will hopefully also work well for them.
        You definitely need to have great juggling skills in sales, but I’ve created a formula that seems to work well for my customers, and keeps me loving what I do!”
        Why this answer worked well:
        Bullseye on this answer. Here’s a candidate that - in a couple of quick minutes - has given me a strong indication that he’s got just about all of the traits I’m looking for: a routine, strong communication skills, and a commitment to staying current with the systems and the industry. I’d for sure think this is a person who would be ready to jump in and manage a roster of clients. Nicely done.
- - - - SDR
        “I actually had a challenging prospect on my hands last month. My boss had given me what seemed like a great opportunity, which was to open up conversation with a manufacturing firm that had opened a new plant in our region last year. This company was one of our top five 'hot targets' and I’d earned this opportunity based on my earlier successes with other promising prospects.
        The moment the Director of Operations answered the phone, I knew this was going to be a doozy. Now, the good news is that he seemed open to chatting. The bad news was that he was pretty much only rambling on and on about his expertise and how well he ran this new plant. Having done my homework, I knew very well that our solution could help this location save thousands of dollars a month in energy costs, but it was clear pretty quickly that he wanted to be the expert. And so, I started asking him questions about their current processes, and kind of wondered out loud. Like, 'I wonder what benefits you’d realize if you could speed up productivity by 20% without running the equipment 24/7.' Things like that.
        In short, I got him brainstorming on some of the ideas I already had, which enabled him to continue feeling like the expert. Then I suggested that we might be able to help him achieve the very things we’d just discussed, and would he be willing to take us around the plant. He agreed. We scheduled a meeting and the following week and I brought our account executive with me to tour the plant. I had, of course, briefed her on this prospect.
        Long story short, by making sure our prospect felt like he was the smartest guy in the room, we were ultimately able to sell them more than $50,000 in software. And, you know what? He’s actually a really easy customer now!”
        Why this answer worked well:
        This answer works well. The candidate shared a recent example of how she handled a difficult prospect by listening closely, assessing how to best move this person forward and then gently converting him from prospect to customer.
        Her answer not only demonstrates her communication skills, it also illustrates her ability to assess people quickly and adjust her approach based on their personalities and styles.
- - - - SCM
        “First and foremost, I’m looking for an opportunity where I can show people how to solve problems with technology. This is why I initially chose a career in software sales; I absolutely love how transformative technology can be when it comes to making tasks more efficient and accurate, making processes safer and, quite literally, improving people’s lives. I’d also love to tie my strengths in sales with my passion for health and fitness. I’ve been a mountain biker for many years. There’s nothing I enjoy more than hitting the trails after work to clear my head and take in the outdoors.
        And this is exactly why I pursued this role. You’re providing an innovative solution to a common problem for so many of us - too many hours sitting in front of a computer, not enough hours moving our bodies. With my SaaS selling background and appreciation for wellness, I’d be a natural at helping corporate decision-makers see how your products will help them design and manage wellness programs, advocate for the health and well-being of their employees, and cut healthcare costs.”
        Why this answer worked well:
        This answer works. The candidate spells out very clearly what she’s looking for, why she wants to work for this company, and that she’s qualified to be there. And, by sharing a bit of her personal background - that she’s an avid mountain biker - she also implies that she’s going to be an evangelist for the products this company sells.
- - - - It wasn’t fun going through this, but what I learned was this: by not panicking I was able to create a good strategy. I was able to start building a friendly relationship - which is something he obviously values - and get him into an environment that made it easier for us to have that frank conversation that needed to be had. I was prepared to walk away if need be, but it worked just like I hoped it would. And you know what? He’s actually a pretty nice guy.”
        Why this answer worked well:
        This candidate does a lot of things right with this answer. First, he shares a recent story of a customer who had all the makings of becoming a long-term pain or, worse, firing the candidate’s company. He stepped the interviewer through the strategy he cooked up and how things unfolded. The cool thing is - that strategy worked. And then, at the end, he talks a bit about what he learned from having to deal with that situation. He even hints that he’d not be afraid to end a relationship if that’s the best outcome. All of this is really great. I’m sure an interviewer would be pleased with this one.
        
        SCM:
        “I’m smiling because I’ve just made my way through a situation with a client who had all the makings of becoming incredibly toxic. Your question is timely! My company has a long-time client that operates a large chain of natural foods stores on the West Coast. When I was hired to support customers in California and Oregon this became my account.
        I actually loved this client for about six months. The head of IT was very welcoming to my ideas and proactive in ensuring all of her help desk technicians were properly trained on our products. And then she was recruited away by the competition. Her successor, my new point person? Let’s just say he wasn’t so welcoming, nor focused on training. He also seemed to have a few very good friends at another firm that provides some similar products to ours.
        Now, I can completely understand how a new leader may have favored suppliers. This happens; it’s business. But how he managed this kind of stunk. It seems that he realized pretty quickly that the CIO, his boss, thought very highly of our products and our customer service. So, getting us out of the way through formal channels - so he could hire his buddies - wasn’t going to be easy. What he started doing instead was creating problem after problem and pointing to our products as the cause. At first, I thought these were actual glitches in our software, and I was scrambling to find solutions and ensure we were providing him the utmost in support. But, after the fourth or fifth so-called 'problem,' I caught on to what he was doing. He was trying to shove us out.
        Now, I had to figure out my next step. Certainly, I wanted to maintain the account if it were viable to do so, and I didn’t necessarily want to jeopardize his job, but the trajectory we were on was dire. I remembered seeing on his LinkedIn profile that he played college basketball and I knew that there was a big game coming up between his university and our local team. So, I bought courtside seats and invited him to the game. He seemed a bit surprised, because we hadn’t exactly gelled our relationship with all of this crazy 'behind the scenes' stuff going on, but my offer was too good to pass up. He said yes.
        He had a blast at that game and his team won in overtime, so he was in a great mood. Afterwards, we walked to a nearby pub. We chatted for a bit,mostly small talk at first. Once we were settled in and comfortable, I said: 'Jim, I’m getting a hunch that you’ve got another supplier in mind for the solution that we provide.' Just like that. I didn’t say it with anger or emotion. I just laid it out there.
        At first, he looked really surprised. But I just politely sat with my beer and let it be silent. Finally, he said, 'Actually, yes. I do. I’ve been thinking about bringing in a company I’ve done work with before.' He offered up a few flimsy reasons why, and I just sat and listened. After he was done, I said, 'I completely understand your logic and, if the other solution is genuinely the right one for the company, I think that’s an important move for you. But, could I ask you for one favor?' He nodded, and then I said, 'Could you give me 60 days to teach you how to maximize the value of our software, and train your techs on our newest plug-ins? And, if, after 60 days, you are still convinced it’s not the right option for you, we can discuss closing out the relationship.'
        He gave me the 60 days. And guess what? Surprise, surprise we didn’t have a single 'problem' across those two months. He and I met several times to get him fully up-to-speed on our technology, and I trained the team on the plug-ins. And guess what? My client and I are going to a basketball game tomorrow night.
        
        It wasn’t fun going through this, but what I learned was this: by not panicking, I was able to create a good strategy. I was able to start building a friendly relationship - which is something he obviously values - and get him into an environment that made it easier for us to have the frank conversation wet needed. I was prepared to walk away if need be, but it worked just like I hoped it would. And you know what? He’s actually a pretty nice guy.”
        Why this answer worked well:
        This candidate does a lot right with this answer. First, he shares a recent story of a customer who had all the makings of becoming a long-term pain or, worse, firing the candidate’s company. He then walks the interviewer through the strategy he cooked up and how things unfolded. The cool thing is - that strategy worked! And then, at the end, he talks a bit about what he learned from having to deal with that situation. He even hints that he’d not be afraid to end a relationship if that’s the best outcome.
- - - - Account Executive:
        “Great question. Funny enough, I just received a LinkedIn recommendation from a client. I love that she took the time to share the feedback, especially since she outlined something that is so important to me as a sales professional. In her recommendation, she defined me as the 'calm in the storm.'
        A bit of back story on this: This customer is a global consumer products company. We provide them with ongoing event management services for some of their largest North American events. Last year, we managed an event that coincided with a major product launch in Mexico City. We were working on an incredibly tight timeline, with a lean budget and a lot of logistical issues to navigate. And, as you can imagine, all eyes were on this project.
        My client had just come back from a six-month medical leave and had to dive right in the moment she returned to work. She became overwhelmed by all that needed to be done and called me to share her distress. I spent an hour on the phone with her, allowing her to get all of her stressors off her chest and then, one by one, I either tackled them or proactively mitigated the issue she was anticipating.
        The event was nearly flawless - one of the best ones we’ve done for this customer yet. My client was commended for her work on the project and, a month later, she renewed our contract. So, that was truly a win-win-win. I really appreciated how she described me because it’s a core part of what I strive to be as an account executive. My job is to help my clients succeed, to take the worry out of their work and to be, as she said, 'the calm in the storm' through big challenges and events.”
        Why this answer worked well:
        Good job. This candidate had an actual example to share - one that outlined a positive trait that really resonated with the candidate, and that would certainly resonate with an interviewer. For any sales job, being known as “the calm in the storm” is incredibly favorable.
        
        SCM:
        “First and foremost, I’m looking for an opportunity where I can show people how to solve problems with technology. This is why I initially chose a career in software sales; I absolutely love how transformative technology can be when it comes to making tasks more efficient and accurate, making processes safer and, quite literally, improving people’s lives. I’d also love to tie my strengths in sales with my passion for health and fitness. I’ve been a mountain biker for many years. There’s nothing I enjoy more than hitting the trails after work to clear my head and take in the outdoors.
        And this is exactly why I pursued this role. You’re providing an innovative solution to a common problem for so many of us - too many hours sitting in front of a computer, not enough hours moving our bodies. With my SaaS selling background and appreciation for wellness, I’d be a natural at helping corporate decision-makers see how your products will help them design and manage wellness programs, advocate for the health and well-being of their employees, and cut healthcare costs.”
        Why this answer worked well:
        This answer works. The candidate spells out very clearly what she’s looking for, why she wants to work for this company, and that she’s qualified to be there. And, by sharing a bit of her personal background - that she’s an avid mountain biker - she also implies that she’s going to be an evangelist for the products this company sells.
- - - - a short discovery call to prepare for her mock demo with H+ Sport. She asked some thoughtful questions about the company's goals, inquired about their biggest challenges, and now she's ready to present. The H+ Sport interviewers, including me, their trusty Director of Sales, are pretending to be the buying team. Lets see how it goes. - Thanks so much everyone, for the opportunity to present today. I'm so glad to be here, and I'm really excited about this role. I think that my experience in sales, and as an ultra-marathoner, will be super beneficial. So lets sell the hell out of these drinks. - [Group] Yeah. Alright, so it seems like you have some amazing plans for growing the retail side of your business, and I love how thoughtful you're being about selecting the right products for your members, for the environment, and of course, for your bottom line goals. But what I'm hearing is that you need a few more grab and go hydration options, other then your branded water bottles that people fill at the fill stations. Right? - Yup, absolutely. - Awesome, but you're having a hard time finding products that meet your core criteria, yeah? - [Buyer] Yes. That's being biodegradable, made of natural ingredients, and offer white labeling, yeah? - Yup. We never realized how hard it would be to find a price point that's going to work for us. - I totally understand. That's actually a big part of what makes H+ Sports drinks so special. Our CEO, Henry Twill, was actually a trainer before he founded H+ Sports. Yeah, just like you Brian. And that was back in 2006, and he was also a marathon runner, so at every race he would see hundreds and hundreds of plastic water and energy drink bottles, just littering the race routes, and it actually made him mad. To see how detrimental this was to the environment, and he really hated that the energy drinks they passed out at the races were filled with unhealthy ingredients. Like sucrose, citric acid, artificial coloring, yuck. So he channeled that irritation into creating what today, are the six core H+ Sports Drinks. He also hired a scientist, Phi Tang, and today, he's our head of product development, but he got him to create delicious, hydrating flavors, that were only made of simple and natural ingredients. - Out of these, what are your best selling flavors? - Our top two sellers are lemon lime and raspberry. And Henry and Phi actually also answered another important challenge, these bottles here, are 100% plastic free, and biodegradable. It actually composts within three weeks, even the bottle and the cap. - So then what do you guys make it out of? - The bottle and the cap are actually made of corn, and the label is recycled paper. - Yeah, but how do they taste? I mean, this sounds great and all, but our members are really particular about what they put in their bodies. They need something that's good for them, and replenishes, and lets be honest, they're not going to pay three bucks for a drink, unless it tastes great. - Exactly true. We actually did extensive market research on that. We used athletes and health minded consumers across the globe, and we did taste testing with three national drink brands. What all of our studies shows, was this, people love our drinks. And I shared some of the studies with those packets I handed out, but lets try a few. (upbeat music) So what's your favorite flavor?
        
        I actually kind of like this blueberry one. - Now I see why the lemon lime is your top seller. - You know, I am not a fan of the peach, but this lemon lime, it's fantastic. - Yup, yeah, people absolutely love the lemon lime, and peach is actually a big seller in some regions. Especially in the south. Now, I want to be mindful of your time today, so lets cover the last point that you said was critical, white labeling. We are very excited to partner with you guys, and provide H+ Sports Drinks to all of your members, and yes, we can do white labeling. And depending on order volume, we can offer that at and additional two to 5% cost. Now that'll keep you right at, or close to, your 100% markup goal, without hitting your consumers with extra costs. So, it sounds like H+ Sports Drinks are marking off every box. Are you ready to talk about the pricing and how we could roll this out? - Well this is exactly what we were looking for. I mean, if we can come at a price point that makes sense, I say lets do it. - I agree. Lets do it. - Fantastic. So I will follow up with the three of you guys by Friday, with a detailed proposal and a quote. - Yeah, thank you so much for coming in today, Amy. We'll take a look at it together, and we can get back to you by Monday. - Yup, that works. - Great, and thanks for taking an opportunity to learn more about H+ Sports Drinks. - That was fun. I like being a corporate buyer. Amy did a great job with something that can feel really daunting to candidates. It's hard enough to demo under pressure when you know the product. It can feel even more so when you're ask to demonstrate a product that that you may now know very well, to people that know that product super well. But she didn't skip a beat. It was obvious she asked good questions in the discovery call, and she jumped right into that demo with enthusiasm and ready to address their specific goals and challenges. She didn't blabber on forever about every little nuance about that product, she kept it focused on the things that she knew they cared about. It was also clear that she'd done her homework. Her quick review of the company founder and the head of product development, that flowed really nicely with the overall presentation. And last but not least, she nailed the end. She asked for the sale and she committed to that next step. I would hire Amy.