Chicago Tribune: How many salespeople do you really need?
Troughout the 1990s and up to 2008, LexJet, a 165-employee, $68 million seller of inkjet printers and related supplies and services, enjoyed double-digit growth. But when the recession hit, the company discovered a fundamental flaw in its sales strategy: Salespeople had been “resting on their laurels,” says CEO Art Lambert. They were selling more products to current customers rather than doing the harder work of landing new ones. Loic Moisand, CEO of social media strategy firm Synthesio, doesn’t spend much time asking candidates about their experience, because “people are usually very good at selling themselves.” Instead, he gives them a hypothetical quota and asks them how they’d achieve it.