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• June 27, 2024

How to Write an Effective 30 60 90 Day Sales Plan (With Template)

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If you’re interviewing for a field sales position you may be asked to provide a 30 60 90 day sales plan. Or, your new sales manager might create one for you. This plan helps a new or potential employer evaluate a candidate or new hire’s ability to prioritize, understand how they define success, and discern whether they fully understand the scope of the job.

So what is a 30 60 90 sales plan, and what should it include? Read on to learn how to create a three-month sales plan for any outside sales career.

What is a 30-60-90 Day Sales Plan?

A 30 60 90 day sales plan explains the measurable goals for a new hire’s first three months on the job and demonstrates their commitment to personal accountability. More importantly, a 30 60 90 day plan shows management that new hires will be focused on results, even during the onboarding process.

Ultimately, the plan helps sales reps and managers agree on what success will look like in the first 30, 60, and 90 days. It leaves very little ambiguity for measuring a successful transition.

Why Do You Need A 30-60-90 Day Sales Plan?

Sales managers and new sales reps both benefit from a 30 60 90 day sales plan, because it documents progress, challenges, and wins.

Sales leadership can use this plan to ensure sales team members are growing in their role, and to identify any need for additional training or guidance. For both managers and employees, documenting goals and accomplishments is helpful for the sales performance review process — both parties can see details that they might’ve otherwise forgotten over time.

What to Include in a 30-60-90 Day Sales Plan

Whether you’re creating one for yourself or for a new employee, each phase of your 30-60-90 day plan should detail a specific focus, priorities, sales goals, and a plan for measuring success.

Consider the following when creating your plan:

Align with sales team goals

To set your own priorities, you must first understand your company mission and team’s goals. These are typically defined by management.

During the interview process, ask questions about sales team goals, the strategy for achieving them, and what success looks like for the new sales team members.

Measure progress and success

A plan is not a plan without a clear way to measure success. Include a way to measure each objective in your 30-60-90 day sales plan. Depending on the activity , your goals should tie to one of the following:

• What you’ve learned
• How well you’ve adjusted and integrated into your new sales team
• How ready you are to perform your role without extra support

If, like most successful sales professionals, you have at least one mentor you can count on for advice, ask them to share their own 30 60 90 day sales plan example with you for inspiration.

Five Scenarios That Call for a 30-60-90 Day Sales Plan

A 30 60 90 day sales plan takes some time to put together, but you won’t have to do it often. Following are four scenarios in which you may need to create such a plan:

During the interview process

Most sales job interviews today involve multiple steps and stakeholders — from the initial screening and job interview with an HR generalist, to the final meeting with high-ranking decision-makers. If you clear the first hurdle in the hiring process, you should start working on your sales plan.

A hiring manager may informally ask you how you would approach your first 30, 60, and 90 days on the job. That’s your opportunity to make a great impression — instead of simply answering the question, you can present a copy of your formal plan that shows the hiring managers that you’re thinking ahead and serious about the job.

First week on the job

In some cases — especially a new sales position or if you’ve earned an internal promotion — you may not need to present a 30 60 90 day sales plan until your first week on the job. Even if you’re not asked to provide a plan right away, doing so can help you demonstrate your commitment to your new role.

New territory assignments

If your role is expanding to include management of new territories , create a 30-60-90 day plan for new sales territory areas . Your plan should define geographic boundaries for territories, which sales reps are responsible for those territories, and the metrics you’ll use to evaluate territory performance.

Onboarding new sales managers

A 30 60 90 day sales plan is also useful if you’re onboarding a new sales manager. You can show new sales managers what sales processes or systems they’ll be learning about in the first 30 days, define expectations for the first three months, and explain how you assess performance and communicate feedback.

Building Sales Skills

Companies may expect their new sales reps to be continuously improving upon their skills — and to identify opportunities for doing so. Once you’ve settled into your new role, you might need a new 30 60 90 day sales plan that defines:

• How you’ll research new technology that improves your efficiency
• Your timeline for implementing new technology
• How you’ll share new knowledge with your team

You might also use a three-month sales plan to outline your goals for improving your sales strategy, and the sales quota you’re aiming for.

Key Steps for Writing an Effective 30-60-90 Day Sales Plan

Ready to get started on your plan? Follow these action steps:

1. Create an outline. Begin by sorting your ideas based on each 30-day increment:

• Onboarding/learning (first 30 days)
• Executing your plan (days 31-60)
• Improving upon your plan (days 61-90)

2. Define your goals. Be ambitious — but realistic — about what you want to achieve personally, and on behalf of your employer, in your first 90 days on the job.

3. Define your metrics. How will you measure your goals? In the first 30 days, your “metrics” may be as simple as “Review employee onboarding videos,” or “Complete CRM platform training.” Metrics will tend to become more granular as you settle into your new role.

The details of your plan will depend upon your role. For example, a 30 60 90 day business plan for sales managers is likely to be more external-facing, with a focus on how to learn about the daily routines of your direct reports. If you’re joining a company as a new territory sales rep, your 30 60 90 day plan should focus more on how you will develop your skills.

Milestones for a 30-60-90 Day Sales Plan

Now that you understand the value of a 30-60-90 day sales plan, let’s talk about the appropriate milestones for each phase.

30-Day Plan

You’re starting from scratch, and should begin by answering, “What does success look like in the first 30 days?”

In many cases, the first 30 days should include completing your company/role training plan, understanding the target market, mastering the company’s products or services, and getting to know your colleagues.

Here’s a sample checklist of points s to consider for the first 30 days:

• Have you completed all required company training?
• Do you understand the high-level priorities for your company and team?
• What are the goals your company plans to achieve in the next year?
• Do you have a complete understanding of the target market?
• Do you understand your company’s key products and/or services?
• Do you understand what makes your company unique?
• Do you understand the competition?
• Have you developed connections within the organization?
• Do you have a clear sales plan?

This part of the plan should be heavy on information gathering.

For each of the items in the plan, and any others you add, schedule weekly checkpoints to track progress. This may be a 1:1 with your manager or mentor. At the end of the first 30 days, be prepared to report back on your completion of the plan.

If you didn’t complete a key commitment, that’s OK. As you become more familiar with the job, items on your list may be deprioritized and rolled into the next phase.

60-Day Plan

During the second month, new sales reps are able to spend more time in the field. During this phase of the plan, the focus should be getting to know the market, nurturing relationships with prospects and clients, and understanding the customer experience, including what’s working well and where the team can better support customers.

During the 31-60 day period, you should ask for feedback from your manager, sales team members, and customers about what you’re doing well and what you can improve.

During this time, you should also be looking for opportunities to learn from your peers and identifying ways to work more efficiently. This shows your sales manager that you are eager to keep up with the team and that you want to help move the company forward.

Here’s a sample checklist of points to consider for your 60-day plan:

• Have you introduced yourself to key clients and prospects?
• Have you completed a customer experience and satisfaction review?
• Have you participated in adequate job shadowing with peers and management?
• Have you completed all formal training requirements?
• Have you started developing new leads ?
• Do you have a tool to help you map out sales routes ?

By the 60-day checkpoint, you should be able to show that you can handle the workload and that you’re ready to succeed on the team. Between days 31 and 60, you should have enough of an understanding of the business to speak up, ask questions, share ideas, and engage in discussion.

90-Day Plan

Days 61-90 are all about building on what you learned during the first 60 days and making an impact. This may mean you start optimizing your prospect list with larger, more strategic clients. It may also mean revisiting cold leads to see whether you can initiate new conversations.

Your plan for days 61-90 should cover how you’ll establish and build relationships with clients and prospects, as well as how you’ll implement feedback to become better at your job and help support your team.

Here’s a sample checklist of points to consider for your 90-day plan:

• Have you met all key accounts and started developing relationships?
• Have you started prospecting for new leads?
• Have you actively asked for feedback from your peers and management?
• Have you used feedback to adjust your strategy and approach?
• Have you established a schedule that works for you, your clients, and your team?
• Have you established credibility within the team?
• Do you feel successfully “on board”?

At 90 days, you should feel confident in your new role and sales position. While nobody will expect you to be a seasoned expert, you should know enough to perform critical sales tasks without a lot of guidance.

4 Common Mistakes to Avoid When Building A 30-60-90 Day Sales Plan

You should be off to a great start in developing your 30 60 90 day sales plan. But, as with anything, things can easily get derailed.

In this section, we’ll cover common mistakes and how to avoid them.

1. Failing To Include Details

As you’ll recall, the most important function of your plan is to clearly outline your objectives . Make sure that your plan has no room for misinterpretation. Include specifics in your plan such as dates, percentages, and other figures.

2. No plan to measure success

It’s not really a plan if there is no way to measure success. Within each phase of your plan, be specific about what constitutes successful completion of a task.

3. A fixed mindset

When you start a new role, you have a lot to learn. By the time you start executing a plan, you’ll likely find some of your assumptions incorrect, and you’ll need to adjust the plan accordingly.

Don’t let this bog you down, or worse, stop you from following through. Make sure your plan is flexible enough to make adjustments as needed.

4. Not Following Up With Your Manager

A 30-60-90 day sales plan requires ongoing two-way communication between employee and manager. Without ongoing feedback, there’s no way to know if you’re truly meeting expectations.

Ready. Set. Plan.

Your 30-60-90 day sales plan should serve as a tool to establish yourself in a new role and organization, and to promote your growth and development.

Coming to the table with a plan is the best way to hit the ground running, build credibility, and show team members you are eager and prepared.

Questions or comments? Contact SPOTIO at [email protected] or comment below.

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Free 30-60-90 Day Plan Template for Interviews

By Biron Clark

Published: November 8, 2023

Interview Preparation

Biron Clark

Writer & Career Coach

One of the best ways to stand out in your interview is to create a 90-day business plan (also called a 30-60-90-day plan) to show employers how you’ll help them in the first three months on the job.

Having a plan to learn the job and succeed quickly is going to set you apart from other candidates and make you more attractive to employers.

Let’s look at how to create a plan that will land you the job…

How to Create a 90-Day Business Plan for Job Interviews

I recommend splitting your 90-day business plan into three sections: 0-30 days, 30-60 days, and 60-90 days.

So we’ll actually be creating a 30-60-90 day plan.

We’ll divide it into three periods, and you’ll outline different goals and milestones for each of the first three months.

I’ll help you do this below.

If you prefer to lump everything together into a single 90-day period, that’s fine too.

What to Write About in Your 30-60-90 Day Business Plan

In your business plan, you want to show the interviewer the following:

• You understand what the job involves
• You’re capable of quickly learning and performing the job duties
• You’re motivated to learn and do the work
• How you plan on learning and succeeding. Which specific steps will you take to reach your goals?

So let’s look at each 30-day period now, and what should go into each…

The First 30 Days

In the first part of your business plan, you’ll want to focus on training/learning.

The company likely has a training program (if you’re not sure, this is a good question to ask in the interview ).

So what is your plan to make the most of their training, and get up to speed quickly?

This could include reviewing and studying at home each night for the first week, staying 30 minutes late to review what you learned each day, finding a teammate to have lunches with, or finding a fellow new hire to review with (if you’re in a training class with multiple people).

Other things to talk about in the first part of your plan:

• How will you learn about the company’s products/services ?
• If you’re new to this industry, how will you learn the industry/market overall?
• How will you learn this company’s systems and procedures? (They might have an employee booklet you can review, so include some time to review this in the first 30-day period of your business plan.

Your goal in this section is to show them you have a detailed plan and a lot of motivation to learn the basics of the job and understand how they operate quickly.

The Next 30 Days

The next 30 days should focus on how you’ll learn and improve by “doing”.

By now, you should be able to start using what you’ve learned to perform some of the job duties on your own.

You might be interacting with team members, customers, etc. (this will depend on your specific position)

And while learning is still a focus here, you want to show them that you plan on being ready to work hands-on and learn in a real-world environment.

Also, a big part of this section should be getting feedback from your manager to see how you’re progressing.

What is your plan for checking in, receiving and organizing feedback, and using it to improve?

Most new employees wait for their manager to set up a meeting to review their performance…

Show the interviewer that you’re different – that you’ll take initiative and be responsible for this yourself.

Employers love when a job candidate seems proactive and self-starting.

The Final 30 Days

In the final 30 days of your 90-day plan, you want to show the interviewer that you’ll be ready to use everything you’ve learned to work independently.

You’ll be up-to-speed, contributing to the team’s efforts, and not requiring any more supervision/help than anyone else on the team.

You may also want to talk about ways you’ll go above and beyond the basic job duties now.

This could include looking for processes that can be improved, finding new ways to help the company get more customers, etc.

Also, you can still include steps for getting feedback and continuing to improve.

But it should be less of a focus here. The main focus now should be on contributions, independent work, and “taking off” with what you’ve learned.

What will you be able to do for them? What will you be contributing after 90 days?

Using S.M.A.R.T. Goals

When talking about a specific goal or objective in your 90-day job interview plan, try to use SMART goals whenever possible.

SMART goals are:

Saying, “I plan on being very good at serving customers after 90 days,” doesn’t say much.

However, it sounds a lot more impressive if you say something like, “At the 90-day mark, I plan on achieving 120% of the monthly goal for customer service calls taken, and I will achieve a customer satisfaction rating of 98% or greater.”

Using “Learning Goals” and “Performance Goals”

One strategy I’ve seen used very effectively is to divide your main goals for each 30-day period into two different categories: Learning Goals and Performance Goals.

You’ll have more Learning Goals than Performance Goals in the first 30-day period.

Then, as you move through the plan, you’ll gradually shift to having more Performance Goals, and fewer Learning Goals (but still some!)

You can also add one or two personal goals, such as having lunch with one new team member per week, or visiting the gym after work two nights per week to stay healthy.

Don’t worry if this sounds complicated. Coming up soon I’m going to show you a full example of a 90-day plan for your interview, that you can copy. 

And in that sample business plan, you’ll see the three different categories laid out (Learning Goals, Performance Goals, and Personal Goals).

Creating and Formatting Your 90-Day Plan

If you’re comfortable making a good-looking document in Microsoft Word, Google Docs, or some other word-processing software, feel free to use that to create your 30-60-90 day business plan.

Otherwise, I’d recommend using Canva.com .

The website has great templates for creating a PDF, and it’s free to use. I use it myself for creating images and PDF guides for this blog .

Make it EASY to Skim and Read

I’d keep the whole document to 1-2 pages maximum.

It’s an outline/presentation, not an essay. 

Try to avoid long paragraphs and giant blocks of text with no spacing.

Make it skimmable and easy to read.

Use headers, bullets, etc.

Here’s a full example of how you might lay out your 90-day plan…

30-60-90 Day Plan Template/Example:

0-30 Days: (Write your main focus and objective here. The priority should be learning and getting up to speed on the basics as quickly as possible. What will you need to learn to perform well in the job, and how will you learn it?) Learning Goals: Learn the company’s entire product offering Study the top 3 competitors’ product offerings to understand strengths/weaknesses Review training manual, and bring any questions to direct supervisor before the end of month 1 Listen to at least 4 sales calls per week with senior team members Learn all industry terminology so I’ll be ready to communicate effectively with prospects and customers Meet with supervisor at the end of each week to discuss progress, questions, and results achieved Performance Goals: Score 100% on the training manual examination on week 3 Personal Goals: Get coffee with each team member before the end of the first month 30-60 Days: (Write your main focus for the next 30 day period here. You should still be learning, but the focus now shifts to taking what you’ve learned and using it in the real world. You want to start doing the work and learning through experience). Learning Goals: Continue listening to 4 sales calls per week with senior team members Find team members to listen to at least 10 of my sales calls per week and provide feedback Meet with supervisor twice per week to ensure I continue learning and progressing as quickly as possible. This will include reviewing my sales call results and the tactics I’m using and working on as I listen to team members Take one free LinkedIn Learning course to improve my sales skills outside of work hours Performance Goals: Conduct a minimum of 12 sales calls per day Convert one sales call per week into a customer Qualify leads and do thorough research of potential clients before calling, so that at least 80% of prospects I speak with are fully-qualified for our products Follow up with each potential prospect/lead within four business days of initial conversation Personal Goals: Have at least two lunches with Supervisors or Team Leaders from other departments to grow my network and better understand how other areas of the organization work. 60-90 Days: (Now you’ll want to show that you’re ready to produce at a high level and be a valuable member of the team. Your learning is never fully done, but this section should talk far less about learning, and really focus on demonstrating what you’ll DO for the employer after 90 days on the job.) Learning Goals: Meet with supervisor once per week to track progress and continue learning sales tactics Performance Goals: Conduct a minimum of 25 outbound sales calls per day Convert 4 sales calls per week into customers Qualify leads and do thorough research of potential clients before calling, so that at least 90% of prospects I speak with are fully-qualified for our products Ask for referrals after each completed sale, and/or after determining a sale is not going to occur. Goal: Obtain five qualified referrals per week and contact each referral within 24 hours. Personal Goals: Join the gym and go every Monday, Wednesday, Friday for one hour minimum.

You can alter this example however you want. This is just one way to set up your 30-60-90 day plan for a job interview.

If you invest the time into creating a plan like this, it will make you stand out and will boost your chances of receiving a job offer.

And once you’ve created a template for yourself, you can re-use it for multiple interviews by changing the basic details to match each job.

How and When to Show Interviewers Your 90-Day Plan

The best time to mention your 90-day plan is at the beginning of the interview.

As you sit down, mention that you brought it by saying something like this:

“By the way – I put together a 90-day plan demonstrating some of the ideas I had for what I could accomplish in the first 3 months in the role. Whenever you think it fits well into the conversation, I’d love to show you some of what I was thinking.”

Now they’re immediately impressed with your preparation and effort, and they can decide whether they want to look at it immediately or discuss your 90-day plan later in the interview.

Either way, you won’t have to constantly think about finding the right to mention it, and you’ll make a fantastic first impression to begin your interview. 

The “Hidden” Benefit of Creating a 30-60-90 Day Plan for Interviews

The steps and free template above involve some work, so you may be thinking, “Is it really worth creating my 30-60-90-day plan for my interview?”

In case you’re on the fence, here’s one of the biggest benefits that you may not have realized.

Creating your plan doesn’t just show hiring managers you’re motivated and ready to hit the ground running.

It also better prepares you for the interview, and for responding to all of the questions that they’re planning on asking you.

You can’t create a 90-day plan without researching the team and company, reviewing the job description, etc.

So you’re going to have a big advantage throughout the interview in terms of showing your new manager that you grasp the role and know what’s needed in the first 30 days, 60 days, and beyond.

You’ll be able to ask better and more unique questions in the interview , too. While other candidates are asking simple questions like, “What is the company’s mission?” or, “What are the typical working hours?” you can ask advanced questions like:

“As mentioned in my 90-day plan, I’d like to be able to contribute <key goal> within the first 60 days. To do that, I’ll need to absorb as much information as possible in my first month. Can you share a bit about what type of training is provided to new hires, and what type of feedback I’d get from my new manager and team as I learn the fundamentals in those first 30 days?”

The bottom line is:

By creating a 90-day plan for your job interview, you’ll not only impress the hiring manager with your effort, but you’ll also be much better prepared for the interview as a whole so that you can land a new job faster.

Employers will see that you’re focused on being a high performer when starting a new job and that you’re already well-informed about the role and their needs and ready to contribute at a high level as soon as you’re hired. This will impress any hiring manager.

About the Author

Read more articles by Biron Clark

4 thoughts on “Free 30-60-90 Day Plan Template for Interviews”

Thanks for the generous guidance. I have a job interview coming and they said they will send me the topic for creating a 30-60-90 plan the day before the interview, but never created one before, so this was very, very useful!

Is there a template please that you have

This is very timely information. I was asked to bring a 90 day plan to my face to face interview later this week. Thank you!!

Hello have you got an example of your presentation x

Comments are closed.

How To Create a Winning 30-60-90 Day Sales Plan (+ Sales Plan Template)

You’ve got a job interview for your dream sales job.

You have the experience and a track record of success. The only thing between you and your offer letter is your (hopefully) future sales manager.

Impress them with your exceptional selling skills and expertise, and you’ve got the job.

But the question is: how?

This Salesman.org sales plan template guide will show you how to put together a winning 30-60-90 day sales plan to impress your sales manager with your sales knowledge and expertise and nab your dream sales position.

What Is a 30-60-90 Day Sales Plan?

A 30-60-90 day sales plan outlines the measurable goals for your first three months on the job. Think of it as your personal value proposition that shows your superiors you’re a self-starter and helps you be laser-focused on achieving results.

It expands on what success looks like in the first 30, 60, and 90 days, respectively. The idea here is to lay out your clear-cut plans for measuring a successful transition and keeping everyone focused in the right direction.

Why Do You Need a 30, 60, 90 Day Plan?

Your dream sales job is also somebody else’s dream job. This means you have to stand out in your interview and make sure the hiring manager can see what a great addition you can be to the organization.

The only way to do this effectively is to create a sales plan that shows your vision of the future of the sales territory or customers you’ll be taking over. It should outline your interaction with your sales team, sales strategies, sales cycle, target audience and revenue goals.

Each aspect of your 30-60-90 day sales plan should detail a specific focus, your priorities and goals, and a plan for measuring success. Getting this right will help you maximize your progression into a new role by identifying potential partners to sell two and establishing a general framework for success.

Here’s are the biggest benefits of developing a 30-60-90 day plan:

• Creates a clear focus for your first 90 days on the job, boosting your productivity and maximizing results
• Ensures your goals are set properly in your 30-60-60 day plan, letting you integrate quickly and smoothly into the organization
• Proves you’re capable of self-management and achieving goals and are an employee worthy of development.

If you bring in a well-thought-out plan into a job interview , you’ll have an advantage over other under-prepared candidates, significantly improving your chances of getting hired.

Other Scenarios Where Having a 30-60-90 Day Sales Plan Makes Sense

Putting together a 30-60-90 days sales plan takes time and effort, but the good news is you don’t have to do it often. When you write a sales plan it becomes a sales tool that can be used over and over.

Besides the interview process, you can also use your sales plan for the following circumstances:

Scenario 1: First Week on the Job

You got a brand-new job—or maybe you’ve earned an internal promotion.

Regardless of the circumstance, you should create a 30-60-90 days sales plan within the first week on the job. Doing this will demonstrate your commitment to your new role and give you a well-defined plan to ensure you’re off to a good start.

Scenario 2: New Territory Management Assignments

If your company follows the territory management approach, creating a 30 60 90 day plan for new sales territory is a no-brainer.

Your plan should clearly define geographic boundaries for territories you’re responsible for and the metrics you’ll use to evaluate territory performance. It should include any new business goals, changes in the company mission or types of sales that you'll be making.

Steps To Create a Winning 30-60-90 Day Sales Plan Template

Next, let’s understand how you can draft an effective 30 60 90 day sales strategy plan.

Step 1: Know Who You’re Creating the Plan For

You should know who you’re making the plan for. This involves thinking from the perspectives of two stakeholders: your team and you.

A) Align Your Plan With Your Organization’s Goals

Understand your sales team’s priorities and goals and align your sales plan with them.

For a job interview, try to connect with a salesperson already working with the company on LinkedIn. Strike a polite conversation and ask them what goals they’re being pushed towards corporately.

If you’re new on the job or handling a new territory, speak to your sales manager and ask them about goals that matter most to the organization.

Find out current revenue targets, sales and marketing initiatives and any strategies and tactics that are working for the sales team.

B) Identify Your Own Priorities

What are your current priorities and personal goals? 

Do you want to earn more money? Or do you want to focus on building now to set up your territory for even bigger successes? Maybe you want to position yourself as a legendary adviser for all things sales.

You must identify your own priorities before you start building your 30 60 90 day plan. This will give you a clearer perspective on how to approach things and set yourself up for success.

Do you want to install new sales tools, motivate your team or start pushing a new product or service? Creating your sales plan can reduce the time to implement a more effective sales action plan.

Don’t worry; we’ll also share a super-easy template you can follow and ensure better outcomes.

Step 2: Figure Out How to Measure Your Success

Now that you know your sales goals, your next step is to measure progress against those goals.

In the words of Peter Drucker, “If you can’t measure it, you can’t improve it.” When you know how to measure success, you can improve your plan further by identifying and eliminating weak aspects.

Here are a few tips to help you get started on the right track:

• Gain in-depth knowledge of product features
• Have the ability to demo the product at a high level
• Have built key relationships built-in potential growth accounts
• Developing a more targeted customer profile
• Become known, liked, and trusted with all current partners
• Improved sales performance or increased sales activities
• Have a list of 100 potential partners to prospect over the next 12 months

Step 3: Draft Your 30-60-90 Day Plan Breakdown

At this point, you’ve already done most of the hard work.

You can now focus on documenting the information you currently have to create a more formal 30-60-90 day sales plan that you can then share with your sales manager. For each section of your plan, ask yourself “what does success look like?“.

Note: We’ve also added critical questions below to help you create a more impressive sales plan.

Stage 1: 30 Days

As mentioned, the first step is to ask yourself what success looks like after 30 days are complete.

When applying for a job, success in the first 30 days is likely completing your onboarding and training process successfully. In addition, you can also add the following criteria if you want to be more specific:

• Understanding corporate priorities, new roles and responsibilities
• Intermediate knowledge of key products and services
• Knowing the product's position in the market vs. the competition
• Developing key connections within the organization with customer support, sales leadership, team members etc
• Going through previous rep's sales CRM data and outlining a few key accounts to target

The 30-day section of your sales plan should define your success goals and briefly explain how you plan on achieving them. It should also share how you‘ll know you’ve been successful in meeting these goals. 

Let’s explain this using an example.

• Success goal: Having intermediate knowledge of key products and services offered by the organization.
• To complete I will: Spend an hour every week with the product specialist for each product and have them quiz me on my knowledge.
• I will have success if: In the 30-day review meeting with my sales manager, they can quiz me about our product range like a potential partner would and I can answer their questions confidently.

This will allow you to show off your self-starting nature and help you understand your responsibilities better.

Be sure to schedule a meeting with your sales manager to discuss successes and any issues you had during the 30 days before moving on to the 60-day and 90-day time periods. It’ll make the transition smoother.

Stage 2: 60 Days

With the first 30 days up, you have to amp up your sales efforts in the second month.

You’ll be spending more time in the field or talking to potential partners at this stage. Keeping this in mind, you should understand your marketplace and products at a high level. Regardless of what you’re selling, after 60 days of being immersed in it, you should know everything related to the offering—big or small.

Another good tactic is to role play with co-workers and shadow your senior sales professionals to understand their sales processes and approaches.

Here are some pointers to include in the 60-day section of your sales plan. Notice how some of them are mandatory, while others are more flexible depending on your role, experience, and onboarding process.

• Started developing at least five new leads — Mandatory 
• Have shadowed the top two performing sales reps in the company — Mandatory 
• High-level understanding of key products — Mandatory 
• Completed role-playing sessions with other sales professionals in the team
• Have contributed to a sales meeting by adding value to the conversation
• Completed all formal sales onboarding or training that needs to be done

Of course, these objectives will vary depending on why you’re drafting the 30-60-90 day sales plan. For instance, if you’re an experienced sales professional who has been recently assigned a new sales territory, your success criteria will look something like this:

• Knowing your target territory — Mandatory 
• Setting measurable and realistic setting goals — Mandatory
• Developing a territory management plan — Mandatory
• Recording daily development in CRM
• Attending meetings with other sales professionals

Information overload, we know. But getting this step right will help you achieve greater success. Plus, once you get the hang of things, everything will become easier. 

Stage 3: 90 days

This is where you hit the ground running.

Your 31-90 day plan sets out what you’re planning on doing for the rest of the time in the specific sales role. Here, you should have an optimized prospecting list and have your foot in the door with at least a couple of potential new key accounts. 

Only a few things can go wrong at this point, which might stop your 30-60-90 day sales plan from being fabulous. Don’t worry, though. We’ll cover 30-60-90 day sales plan mistakes later to make sure all your hard work pays off.

At this point in your new sales role you should have a lead generation strategy, be on top of all the new sales enablement tools and content, understand your customer pain points and have a few new customers on the go.

At the 90-day meeting with your sales manager, discuss any 3-4 points from the following success criteria:

• Clear and optimized prospecting list in use — Mandatory
• Daily schedule established for prospecting, following up and staying on top of everything else — Mandatory
• Become a solid member of the team — Mandatory
• Had at least one round of feedback on performance from the sales manager
• Closed at least a couple of deals without too much babysitting from others
• Foot in the door with a couple of exciting key accounts

And that’s it! That’s how you create a solid 30-60-90 day sales plan.

Mistakes To Avoid When Creating a 30-60-90 day sales plan

The whole point of creating a 30-60-90 day sales plan is to give you a clear direction in your new sales role. But there are a few errors that may make it less effective…

Mistake 1: Not Including Success Measurement

We get it: you don’t want to make promises you can’t keep. But not including specific ways of measuring your success on your sales business plan is a huge red flag that may cause your sales manager to question your capabilities. 

You must be willing to put your money where your mouth is. So make sure you include measurable success criteria for each section of your 30-60-90 day sales plan.

Mistake 2: Making an Ambiguous Plan 

Planning is about being specific and granular. 

If you’re going to be ambiguous, your plan isn’t going to inspire confidence in your new sales leadership role and may fall flat.

Sales managers want to see numbers and progress towards a target rather than vague business strategy and generic sales plans.

Mistake 3: Lack of Sales Manager Follow-ups

Similar to how following up is necessary to win deals, holding meetings with your sales manager is important for improving your 30-60-90 day sales plan and self-improvement. Don’t forget to schedule meetings with your sales manager at the 30, 60, and 90-day points to review your progress and ask for advice on your sales process.

30 60 90 Day Sales Plan Template

As promised, right click and save as to download your 30 60 90 day sales plan template . This free template will take you through the process of creating a sales plan.

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How to Create a 30-60-90 Day Sales Plan [Template + Examples]

Casey O'Connor

What Is a 30-60-90 Day Sales Plan?

What are the benefits of implementing this sales plan, how to create a 30-60-90-day sales plan, 30-60-90-day sales plan template, 30-60-90-day sales plan examples.

A 30-60-90 day sales plan is a three-month sales plan that outlines the approach and specific strategies that a new sales rep or sales manager will take in their first 90 days on the job.

When a new sales rep creates a well-thought-out 30-60-90 day sales plan, it demonstrates to their team and manager that they’re a self-starter and have the skills and strategy to do their job effectively and efficiently.

In this article, we’ll go over everything you need to know about the 30-60-90 day sales plan, including why it’s so important, how to make your own, and a few examples to help you get started.

Here’s what we’ll cover:

• How to Create a 30-60-90 Day Sales Plan
• 30-60-90 Day Sales Plan Template
• 30-60-90 Day Sales Plan Examples

A 30-60-90 day sales plan is a clear outline of what a new salesperson or sales manager plans to learn and achieve in their first three months in the role.

Generally speaking, it’s a good idea to create your own 30-60-90 day sales plan any time you begin a new sales role. This demonstrates to the hiring manager — and, later, your new sales manager and colleagues — that you:

• Take initiative to plan for your success
• Look forward to learning about the company and integrating with the current team 
• Have specific ideas about how to add value to the organization

If you don’t create your own 30-60-90 day sales plan, some managers will make one for you. They may ask you to adhere to it as they evaluate your progress and offer feedback about your initial performance.

Each 30-60-90 day sales plan is unique, as they’re created based on the specific goals, skills, and organizational specifics of each individual sales professional and their company. 

That being said, they all generally tend to follow a similar framework: learn – implement – analyze & optimize.

This kind of initiative does not go unnoticed in a sales interview, and — when you eventually get the job — will help the onboarding process run as smoothly as possible. A great 30-60-90 day sales plan can significantly reduce ramp-up time and increase productivity in new hires. 

There is very little downside to creating and implementing a 30-60-90 day sales plan. Although there is a bit of legwork involved in the process, the results are well worth it. Remember — failure to plan is a plan to fail.

The benefits of this plan, on the other hand, are numerous and significant. Both individual sales reps/managers and overall organizations alike benefit from the structure and focus on results that 30-60-90 day sales plans provide.

Empowers Employees to Position Themselves for Success

When a salesperson takes on a new position, a 30-60-90 day sales plan can help them onboard with intention.

Not only does this kind of plan demonstrate to the manager that you’re serious about your (and the company’s) success, but it also helps outline the responsibilities of your new role for your own day-to-day benefit. It gives you an easy-to-follow plan as you navigate the challenges of starting a new position.

It also helps new sales reps and managers create and work toward sales goals in a scalable and sustainable way.

Enables Managers to Maximize Their Resources

Every sales manager appreciates when a new employee creates their own 30-60-90 day sales plan. Not only does it help ensure the success of the incoming rep, but it also enables the sales manager to make the most of their new talent and appropriately plan the way they’re going to use their resources.

A 30-60-90 day sales plan can also help highlight any misconceptions or misalignments the new employee has relative to their new role, or the organization as a whole. It creates a good opportunity for management and new hires to become fully in sync as they understand the scope of the job and define success in the role.

Creates Team-Wide Transparency

A 30-60-90 day sales plan can help foster trust between a new sales hire and their colleagues. It proves that the new hire is capable of taking initiative and meeting goals independently, and gives a clear indication of how the new hire will contribute to the team.

As mentioned above, each 30-60-90 day sales plan is highly unique. There is no one formula that will help sales professionals create a “perfect” plan.

There is, however, a general framework of steps that you can follow that will help you create a robust 30-60-90 day sales plan that’s specific to the organization with which you’re working. 

1. Research Your New Employer

Before a sales interview, or at least before onboarding at a new company, learn as much as you can about their business — who they serve, what they offer, and with whom they mainly compete. Generate a list of questions to ask about their operation and/or their goals.

2. Identify Your New Organization’s Goals

As soon as you can, try to find out some of the company’s business or sales goals. You might learn about these through a sales interview ; you could also gather this kind of information from social media or through LinkedIn. 

The point is to learn enough about some of the things the company is hoping to achieve; you can then speak to those goals in your 30-60-90 day sales plan. 

You’ll also want to ask if they have any goals for you as an individual. They might, for example, have a certain sales quota they’d like you to meet. These should also be incorporated into your 30-60-90 day sales plan. 

This takes a little extra effort, but it’s likely to resonate with a hiring or sales manager. It shows that you’re a team player, and that you have the skillset to help the company successfully reach their goals. 

3. Determine Your Own Priorities

It’s also important to take into consideration your own strengths and career goals when you’re making your 30-60-90 day sales plan. 

See how closely you can align your own professional priorities with those of the company; the more you can find ways to show that the two complement one another, the better off you’ll be.

4. Create a Timeline and Indicate How You’ll Measure Success

Some parts of your 30-60-90 day sales plan might be easy to measure. In Phase 2, for example, you might indicate that you plan to make 50 sales calls per day. That’s a metric that will be easy to account for and evaluate. 

Other components, though, might be tricker to define. In Phase 3, you might plan to “improve the way you handle objections.” This isn’t the most straightforward or tangible progress indicator, but it can be measured. 

A sales rep might determine that they’ve met this goal when they can speak confidently to a range of objections during a role play exercise, with fewer than 5 “errors,” with errors defined as extended pauses or verbal miscues. 

You’ll also want to assign timelines to each action or intended achievement. Being able to measure and put a timeframe on your goals are both important parts of the SMART goal framework.

The more specifically you can measure your progress, the more effective your plan will b e.

Tip: Growing your sales team? Grab some data-backed findings and strategies below.

The following template is an extensive and overarching checklist; not every item will apply to every salesperson or company. Similarly, you may find that you need to add additional components that are unique to your employment situation.

To make it your own, click “File” and select “Make a copy.”

Feel free to remove or add any items from this list; treat this as a template or guide and edit as needed for your circumstances.

Below are three examples of real-world 30-60-90 day sales plans. The first two are great examples of use cases we’ve outlined here in this article: a new sales rep and a new sales manager. 

Note, though, that there’s a third use case that we didn’t explore as fully: a new sales territory . The same basic principles of the 30-60-90 day sales plan apply similarly to this topic. 

As always, feel free to use and adapt as you see fit according to your specific circumstances.

New Sales Rep

This 30-60-90 day sales plan example is perfect for a salesperson starting a new position as a sales rep. 

• Complete all company-run onboarding, training, and/or coaching
• Learn about the company’s mission, values, and culture
• Become fluent in the specifics of the product and/or service
• Research the target market and ICP, and learn how to reach and communicate with your specific buyer personas
• Learn the names and roles of everyone on the team
• Schedule periodic check-ins with a mentor and/or managers to discuss progress
• Research your company’s competitors
• Identify a top performer who is willing to let you shadow them, and schedule a few times to do so
• Practice interacting with prospects
• Role play different sales scenarios with your mentor or other top performers
• Set sales goals using the SMART goal framework
• Keep a clear record/detailed notes about all of your sales activities so that you can optimize the process in the future
• Create a follow-up strategy and schedule
• Review your notes and identify areas of strength and improvement
• Make tweaks to your sales process and test them
• Create and stick to a daily schedule that aligns with your productivity goals
• Solicit feedback and incorporate it into your process

New Sales Manager

This 30-60-90 day sales plan example is perfect for a salesperson starting a new position as a sales manager.

• Identify key professional and personal pieces of information about every team member (i.e., birthday, kids’ names, preferred work environment, preferred method of communication)
• Identify any sales management tools you need, including technology like a CRM system
• Perform thorough research on the competition and current and historical market trends
• Study team sales reports to identify collective and individual strengths and weaknesses
• Observe and record the day-to-day operations of team members
• Implement at least one small change based on feedback from the team
• Identify skills gaps or areas of growth, both individually and team-wide
• Set new SMART goals for the team based on analysis and sales reports
• Make at least one small change to support the team
• Continue collecting and analyzing data
• Meet 1:1 with team members to offer and solicit feedback 
• Create a strategy for new training / coaching
• Collect data and run analysis on how your new strategy could generate more revenue
• Create a structured schedule that implements any changes

New Sales Territory

This 30-60-90 day sales plan example is perfect for a sales team that’s entering into a new sales territory.

• Define the market/trends of the new sales territory 
• Learn about the competition in the new territory, local or otherwise
• Study and understand the demographics of the new territory
• Identify ways to tweak your sales strategies based on demographics
• Perform a SWOT analysis to determine viability 
• Build the ICP and buyer personas for the new territory
• Identify the most profitable accounts in the new territory
• Create SMART sales goals
• Decide which KPIs to focus on and design a system for tracking and recording them
• Generate new leads
• Ask for feedback from team members, prospects, and customers
• Implement feedback as you optimize your process
• Outline your sales forecast for the next quarter/remainder of the year
• Create a sales process and workflows that align with your goals and forecast

Have you created and/or followed a 30-60-90 day sales plan before? How did it improve your sales process ? Would onboarding have been more challenging without one?

Tip: Looking for more sales plan templates? Grab them here –> 13 Sales Plan Templates .

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The Complete 30-60-90 Day Plan for a New Sales Territory (Plus Templates for Interviews and Managers)

Oct 11, 2020

A new sales position can be daunting. After all, you’ve just been entrusted with a big bucket of potential, and it’s your job to turn it into gold (. . . or revenue, but you get it). It’s your name on the spreadsheet, your prospects to win or lose, and your commissions for the taking.

Working with new leadership can be daunting too, since they want to make sure that you are on the same page with the company. It’s hard to prove that you are doing your job while you are still trying to learn the ropes and your metrics need time to line up with your colleagues.

No pressure, right?

During these critical early days, a game plan is essential. An organized schedule can help you prioritize all the vital tasks and adapt to your new environment. That’s where 30-60-90 day sales plans come into the picture.

A sales plan can help you figure out exactly how you will best execute your new position. For sales reps, it also helps take the pressure off of sales management with clear timelines and goals that they can monitor. For leadership, coming up with the right sales plan will make sure that sales reps are completing what they need to be successful and ensures that everyone is on the same page.

We’re going to show you how to build out a strategy that will help you go from getting the territory to absolutely crushing it in just three months . And the best part is, you even will know when to implement what .

Here’s what you need to know about 90 days sales plan and 30-60-90 day sales templates to get you started.

Table of Contents

1. What Is a 30-60-90 Day Plan?

2. When to Use a 30-60-90 Day Sales Plan

3. How Long Should a 30-60-90 Day Sales Plan Be?

4. 30-60-90 Day Plan Templates for Better Sales

Template #1: 30-60-90 Day Plan for an Interview

Template #2: 30-60-90 day plan for a new sales territory, template #3: 30-60-90 day plan for managing a new team.

5. Day 91: What Now?

What Is a 30-60-90 Territory Plan?

Simply put, a 30-60-90 plan is when you strategize action steps and goals to accomplish in the first 30, 60, and 90 days of a new sales territory or position.

The plan is helpful not only for keeping yourself focused on specific targets but also for keeping your manager in the loop. The truth is, managers love 30-60-90 plans. Often, hiring managers will even ask potential sales reps to lay one out in their interview process. It’s good stuff.

There’s not a single “right way” to do these plans. But generally, they’re broken down like this:

• Days 1 through 30: Learn all you can
• Days 31 through 60: Put a plan into action
• Days 61 through 90: Make the plan better

Getting down to the details and being on the same page with your manager is a fantastic way to avoid stresses down the road for all parties. For example, if your manager knows you have a big push planned for days 31 to 60, then they’ll be able to take a breath and give you a bit more space to get acquainted with your territory from 1 to 30.

Alright, now that you know what we’re talking about, let’s get into it.

When to Use a 30-60-90 Day Sales Plan

A 30-60-90 day plan is useful for mapping out the transitions in your career. Whether starting, taking on new responsibilities, or ready for growth, you can tailor your plan to meet whatever your environment. How you want to structure your sales plan depends heavily on what you want to use it to achieve. Some of the most common times that a sales plan is used include:

Interviewing for a New Sales Position

You nailed the initial interviews, have the experience and references to land a great sales job. As you enter the final round of interviews, though, you’ll be up against other candidates that are just as likable and qualified as you. A sales plan is a great way to highlight exactly what you can bring to their company.

It’s common for hiring managers to ask about a sales plan, and it’s a critical way for you to distinguish yourself from the other candidates. Often, the manager may casually ask what your plan is for the first 30, 60,  and 90 days on the job. In most cases, you would benefit from having a formal plan drawn up to show that you have carefully thought through how you will tackle the job.  Done well, a sales plan will enable your hiring manager to view you in your position and what would make you excel in the company.

On a New Job

Another situation that you may find yourself crafting a sales plan is early into a new job, typically during the first week. Outlining your 30-60-90 day plan will allow you to communicate with leadership so they understand how you operate and how they can best support you during the onboarding and ramp-up process. It is also a chance for you to discuss how your goals align with the company goals and discuss any questions or concerns you have about your new role.

Once you start a new job, you’ll have a clearer picture of the company’s goals to align your sales plan. Even if you came up with a sales plan during the interview process, it is time to review your plan in light of your better understanding of your new company.

Starting a new job can be overwhelming. Even if you are not required to create a sales plan when you start at a company, creating one for yourself might provide you with the clarity and vision you need to excel as quickly as possible.

Assignment to a New Territory

Sales is fluid, and even the most senior reps may find change necessary during their careers. Whether a change in a territory or learning new technology, you will likely find yourself starting over again while working for the same company.

A 30-60-90 sales plan during this time can be critical to ensure your success during the transition. It can offer organization and clarity necessary so you can concentrate on what is important and make things as smooth as possible.

If you’ve been assigned to a new territory or part of your region has shifted, you’ll want to develop a 30-60-90 day plan to get ahead of it. It’s no easy task to become acquainted with a new market. Sometimes managers will require this, but if not, you should come up with a focused plan to get organized.

Create a Leadership Strategy

Entering a company as a leader can be a challenging prospect. Each company has its own unique goals, objectives, and values that leaders need to learn. Plus, every team has a different dynamic with unique strengths and weaknesses. Even experienced managers and leaders need time to understand these before making changes. However, they may feel pressure to make immediate improvements to establish their worth.

A 30-60-90 plan is a valuable tool for new managers to establish themselves. It allows them to stay on the same page with the rest of leadership and create a strategy for making improvements. The right strategy will allow them time to understand the dynamics of the company and team they will lead so that they can manage effectively.

Leveling Up Sales Skills

Success in sales does not happen by accident. It takes intentionality and drive to make sure you are hitting not only your quotas but your own professional goals as well.

It’s not a bad idea to implement these kinds of plans on a semi-regular basis. You can use a 30-60-90 plan to audit the way you’re approaching your customers and improve upon your messaging. It’s especially helpful during times of change — for instance, during an economic downturn or when your organization is adjusting their product/market fit is an excellent time to use a 30-60-90 plan.

Whether you want to move up in your company or just want a larger commission check, a sales plan can help you start making your dreams a reality.

How Long Should a 30-60-90 Day Sales Plan Be?

The length of a sales plan can vary widely. The average length typically spans anywhere from 3-8 pages.

How in-depth should your plan be? It depends on what you are using your plan for. If you have a new position with multiple responsibilities, you might benefit from a longer document that can tackle your goals and plans for each part of the job. For an interview, a shorter plan would be better to keep your answer from being long and rambling (a classic interview mistake).

Your sales plan should be as long as you need it to be. Don’t feel pressured to make it longer if there is not as much to tackle, but make sure that it is adequate to address all of your needs.

30-60-90 Day Plan Templates for Better Sales

Now that we’ve discussed the general outline of a sales plan, it’s time to dive into what that means specifically. We have broken down what your plan should look like based on what you are using it to accomplish.

Some of the most common templates for 30-60-90 day sales plans include:

A 30-60-90 day sales plan is one of the best ways to prepare yourself for your big interview. Even if the hiring manager doesn’t ask about your plan, it is a critical opportunity for you to research and strategize to be prepared.

Days 1-30: Gain an Understanding of the Company Values and Analyze Your Market

Coming up with the right sales plan from scratch is all about defining what success looks like in the beginning.

When it comes to a sales plan for an interview, it takes some more creative thinking to define and segment your goals. It is especially challenging because you most likely have not received clear company goals to outline.

However, you can still get a general outline to differentiate yourself from the other candidates. Take a careful look at the job description to find the necessary responsibility and qualifications for the position. What is emphasized in the description and qualifications? Is there any overlap in the two that seem significant? You can use these to distinguish goals to create an effective plan.

At its most basic, your first 30 days should include:

• Completing company training to learn valuable skills and their objectives . This goes beyond simply completing a training course and getting insights into your company and team’s high-level priorities. Understand their objectives for the future and the core goals to get you there.
• Gain an in-depth understanding of the company products or services. Your goal should be to gain mastery as soon as possible to help you advise customers and provide valuable information.
• Understand. who your target market is. Research to find out more about them. This is the time, for example, to research buyer personas and how your product or service uniquely serves them.
• Create connections in your organization . Not only should you be connecting with your sales team, but also key players for your customers. For example, you should get to know customer service and IT to create one comprehensive team for your clients.

Incorporating all of these elements should give you the chance to schedule weekly checkpoints to spend 1:1 time with a mentor or leadership to report on your progress. It is also a critical time to get support and advice for anything that comes up during this time.

Days 31-60: Get On-The-Ground Training

The first 30 days are critical to getting a solid foundation and understanding of your company. While you may still be speaking with customers depending on the company, most of your energy will be spent getting a general understanding of the company, your team, and customers. The next phase of your training plan, then, is making this theoretical knowledge practical.

The 60-day portion of your plan will likely concentrate on getting practical, on-the-ground training to put the knowledge you gained in the first 30 days to use:

• Set and revise your sales goals . You can decide what works well and resonates with customers, and what does not.
• Get to know your prospects and how you can improve the customer experience. Your hands-on experience should also give you a better understanding of your market and where you can support your customers.
• Find a mentor or more experienced team member during this time. You can shadow them to see how they best manage their territories and make sales. You can also role-play with them to sharpen your skills.

Days 61-90: Refining Your Goals and Plans

Now that you have received critical training and an in-depth understanding of your company, team, and customers, the last part of your sales plan should put that all together. It is a chance to put everything you learned together to make the most impact.

The last part of your plan should include these elements:

• Adjust your goals in light of everything you have learned.
• Optimize your list of prospects and customers to ensure you are reaching the maximum number of people possible.
• Think through your schedule . Are there certain days or times that are better for prospecting? Can you batch your schedule or schedule routes to make the most use of your time? Make the most of your time to set yourself up for success.
• Get feedback from team members and leadership. Their experience can help guide you to be as effective as possible and line up your goals with your organization. Actively seek feedback and use it to shape your strategy and goals.

The final step in a general, interview-ready sales plan is refining and perfecting your sales strategy. Now is the time to learn, adjust, and optimize your sales approach.

Although a territory change does not require as much adjustment as starting at a new company from scratch, it does come with unique challenges. A solid sales plan will help ensure that you continue to meet and exceed your sales goals no matter where you are.

Here is a sample template for a territory change:

Days 1-30: Understand and Analyze Your Market with a Strategic Sales Plan

When you are just handed a brand-new territory, it pays off to do your research and understand the direction you need to go in before diving into a set plan. Rather than sprinting off blindly into the distance, let’s take these next thirty days to get fully acquainted with the market and create a strategic sales territory plan .

Sales territory plans help you orient yourself and lay out a clear, intentional approach to your sales. This is essential because when you are intentional, you’re better able to measure your results and optimize down the road.

This may seem a bit simple, but it’s imperative— don’t skip it! Before you can do anything, you need to define your market and environment quantitatively . Get started by asking specific questions with objective answers:

• What are the literal geographical bounds of this territory?
• How big is the Serviceable Addressable Market (or SAM ) in this territory? Or what is the value of this specific territory? You can look at profitability, potential deal values, total number of prospects, or leads—whatever is the most relevant KPI for your goals.
• How big is your Share of the Market (SOM)? Or, how much of the SAM can your company reasonably serve? Think about your available resources.

• What are the demographics of this territory? Are the companies large or small? What industry are they in? How educated are they about your solution?
• What spending power do these prospects have?
• What competitors are already here?

The more interview questions you ask, the better prepared you will be down the road—so don’t be afraid to dig in.

Once you’ve collected your data, it’s time to make sense of it. Analyze your leads and evaluate them based on overall quality .

Your business goals define “quality.” If your current goal is to maximize revenue, you should look at potential revenue as your main KPI . If your goal is to minimize churn, you should look at the likelihood that the prospects would stick around.

Finally, you can divide your market into segments that help you target them more efficiently and effectively . It’s important to remember that segments aren’t made arbitrarily. Instead, they are defined by four things:

• Substantiality : Are there enough leads to make this segment worthwhile?
• Measurability : Can you easily identify who belongs in this segment?
• Accessibility : Does this segment represent actual prospects in your territory?
• Responsiveness : Does this segment require different sales or marketing tactics than other segments?

Typically, segments that meet these four criteria will be related to a relevant to your target KPI (noticing a theme here?). Some salespeople choose to create three segments based on the amount of “touch” (or work) involved in converting them: low touch, medium touch, and high touch. The choice is yours!

Complete a SWOT Analysis

Now that you know the basics about your territory, it’s time to evaluate your team’s relationship to it with a SWOT analysis.

“SWOT” is an acronym that stands for Strengths, Weaknesses, Opportunities, and Threats. Like most great tools, it seems simple at first, but you’ll find it to be invaluable as we build up our strategic sales plan.

“Strengths” and “Weaknesses” both look at the internal advantages and disadvantages your team has in this particular territory. They are directly related to your team—for example, the number of resources at your disposal.

“Opportunities” and “Threats” are external advantages and disadvantages. This has to do with the territory itself and the environment. For example, you may include competitors with a strong foothold as a threat or an underserved market as an opportunity.

Complete your own SWOT analysis by dividing a piece of paper into four columns and giving yourself some time to brainstorm. Take this exercise seriously—it’s going to come in handy soon when we start planning action steps.

Define Success

By now, the answer may be obvious, but it’s still essential to write it out explicitly and concisely: what exactly would success look like in this territory? What is your most important KPI ? Based on your research, what is a reasonable but challenging expectation for you to achieve?

This is when you want to set tangible goals for yourself—a process called sales accountability , which has been shown to drive productivity, increase sales, and improve customer satisfaction. Sales accountability is all about setting specific sales quotas and goals and holding yourself accountable for hitting them.

When deciding what your goals should be, choose something that’s SMART—you know, Specific, Measurable, Attainable, Relevant, and Timely . (We’re really all about the acronyms here at MMC.)

Create Action Items

Finally, what we’ve all been waiting for: action items. This is the final step of creating your strategic sales territory plan. Now, you’re going to write out the blueprint that will be your guide for the following thirty days.

To find specific actions you should take to reach your SMART goals , return to your SWOT analysis, ask yourself how to take advantage of your Strengths and Opportunities, and neutralize your Weaknesses and Threats. For example:

• Is there an untapped market you can reach? How will you reach it?
• Who is your biggest competitor here? Why is your company the better choice? How will you convey this to your prospects?
• How can you let each of the team members at your disposal shine? How can you utilize their skills?

Write it out. This is going to be your guide for the next 30 days when you execute and evaluate.

Days 31-60: Execute Your Plan and Get Qualitative Feedback

For days 31 through 60, it’s time to put the pedal to the metal, for the rubber to hit the road, to make like Nike and “just do it.” It’s time to put your strategic sales territory plan into action.

For these thirty days, you’re going to have a fuller calendar than you could imagine. Your goal is to keep your head up and keep moving forward. Think of it like a writer’s first draft—you need to get something on the page to improve upon it later.

In addition to hitting your action items, here are some critical tasks for you to complete during this time.

Find New Leads

There are always more leads out there, and the more acquainted you get with your territory, the better you’ll know how (and where) to look for new customers.

The best way to find new leads is to excel at serving the customers you currently have . When you leave a path of satisfied customers in your wake, you increase your referral rate and generate free positive “press” (people talk!). Even better, these leads are warm, which means less work for a higher close rate.

Optimize Your Route

Now that you know where you need to go, you can start optimizing your route . Use a digital tool like Map My Customers to discover how to get from Customer A to Customer B and then to Customer C more efficiently —and, better yet, what order to visit them in.

See a hands-on product tour of Map My Customers

Depending on your priorities, you can choose to optimize for time spent driving, distance covered, or a specific order in which you need to meet with clients. You can save up to 30% on gas just by making this simple change!

Get Qualitative Feedback

At this point in the game, it’s too early to have a significant amount of meaningful numerical data. Instead, it’s the perfect time to lean into qualitative feedback from your own team, your customers, and your prospects.

Be sure to regularly check in with your team to see how they think things are going and if they have any ideas. A good way to do this is to schedule a time in advance for a quick touch-base with each person. Try to come to that meeting ready to listen.

You can also meet with a mentor figure at your company . This person may be in another team or higher up. The point is that they have the experience, and you value their opinion. Ask to grab coffee with them and show them what you’re up to. See if they have any useful pointers.

And, of course, you can always get feedback from your customers—and even the deals that don’t go through (which, as sad as it is, is typically the most helpful of all).

Lastly, use surveys, questionnaires, and interviews to gather as much information as possible from your customers about why they did or didn’t buy, what other solutions they considered, what they think of your business so far, etc. As they say, the customer is always right—so figure out what they think!

90: Optimize and Implement New Strategies by Using Sales Analytics

You’re nearly there—it’s the home stretch! These final thirty days are all about taking what you did up to now and doing it better . Fortunately, you should finally have some of your very own data to work with, which will give you an enormous advantage.

Run the Numbers

Now that you’ve had time for data to accumulate, we can finally get to analyzing. This is the back end of that “sales accountability” we talked about before—it’s time to see if you hit your goals.

By referencing your CRM , lay out your data in a way that helps you to make sense of it all (we love graphs). Be sure to look not just as your main KPI but at all relevant data points. Review the results with your entire team to see where you did well, where you can improve, and what was successful .

Look at the numbers and the qualitative feedback you collected side-by-side. What’s the story here? It can be useful at this point to also evaluate how specific action steps you took played out. Did they help you to address the Weakness or Threats that you identified? Or do you need a new plan?

Then, take the numbers even further. Go beyond what’s currently happening with your customers and discern what is likely to happen down the road with predictive analytics and sales forecasting .

For example, if you notice a customer has been calling into customer support more than usual—a red flag that they may churn soon—you can reach out to them with a special or thoughtful offer to keep them on board.

Individual Account Reviews

Often, figuring out the best way to serve a current customer is as simple as just asking. Maintaining a positive relationship with your customers is all about staying one step ahead and showing them that you’re thinking of them. Accomplish this by scheduling individual account reviews for each of your clients .

In these meetings, you can ask critical questions to help you better serve your client. For example:

• How has our service been?
• Have we been able to help you improve your KPI?
• How could we serve you better?
• What else are you working towards or struggling with?

This is an opportunity to gather invaluable qualitative feedback and upsell or cross-sell existing customers. Whatever you do, be sure to be empathetic —only sell what you genuinely think will be good for them

Automate Your Sales Processes

It’s hard to automate systems before you’ve worked out the kinks, but by now, you should be prepared to switch some tasks over to some handy-dandy robots (or software, but same thing).

To find the best ways to automate your processes, first, take a day or two to organize your CRM .

When you adjust to a new territory, it’s normal to be overwhelmed and make silly mistakes with your CRM. Go back through and make sure that you’ve logged all the relevant information completely and correctly.

Then, you can take a look at some of the easiest ways to automate (and the best tools out there ). That way, you can focus less on menial tasks and more on selling.

A 30-60-90 day plan is not just for sales reps. It’s a critical tool for leadership to make concrete plans to meet their goals as well. With different roles and goals, though, the 30-60-90 day plan will look far different than a general sales plan:

Day 1-30: Get to Know Your Team

The first month of any job requires getting to know the company. You should be taking this time to learn about policies, goals, and how the company works. For leadership, in particular, this includes getting to know your team and how it currently operates.

The first month should dive deep into learning about your company in general. You should be learning about your product or service, the target market, metrics, and trends. Your team will rely on your expertise, so an in-depth understanding will be vital to your position.

Beyond the technical expertise, use this time to have conversations with your direct reports and get to know them. They can provide valuable insights to help direct your goals and understand each team member’s strengths and weaknesses.

No two teams are exactly alike. Each person brings something different to the team, and each team has different strengths and weaknesses. It’s impossible to be an effective leader and keep your team happy and motivated if you don’t take the time to understand their unique dynamics. A deep team understanding is critical to good leadership.

Days 31-60: Bringing Your Skills to the Team

While the first 30 days are about getting a more in-depth understanding of your company and team, the next 30 days are your chance to start making tangible and useful changes. You are hired for your unique skill set, so now is the time to impart that onto your team.

Take this time to identify any skills gap on your team. For example, does your team lack a tech expert to help other members navigate their sales technology? See where you can offer your expertise and where training might be necessary.

Based on what you have observed in your team and your understanding of your company, now is also a time to create goals for your team. Being able to impart a vision to your team is valuable for maintaining morale and guiding their decisions. With measurable goals, you can help shape how the team operates to meet the overall company goals.

Days 61-90: Develop and Draft a Training Strategy

Having identified your team’s gaps and goals, your final 30 days might be developing a training strategy to overcome any skills gaps and guide your direct reports into their roles in the future. It is where you take practical steps to address what you have learned and identified in the first 60 days.

While you may not be promoting people quite yet, your time so far should give you a sense of everyone’s strengths and weaknesses. Your final process should be coming up with the best plan to coach them to where they can be and want to be in the future.

Day 91: What Now?

Congratulations! You’ve officially gone from getting a new sales job or territory to crushing it in just 90 days. How does it feel?

Remember that “crushing it” is all about constant improvement. If you’re trying new things, looking for new opportunities, seeking out new leads, and generally playing an active role in your position, you’ll always be crushing it—even if one specific campaign isn’t a resounding success.

Other Posts

Territory Management for Medical Device & Diagnostics Sales: Advice for Field Teams

Joe mcdonald’s data-driven approach for territory management at jasper engines, podcast: build your framework for sales growth with todd caponi.

Fine-tune your team’s performance with our new Dashboard & Performance Profiles

Podcast: what’s holding back your field sales growth, revolutionize your field sales with a mobile-first crm for outside sales teams.

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How to Write a 30-60-90 Day Sales Plan

3 Stages of writing a 30-60-90 day plan and why it matters

30-60-90 day sales plans have been used as a way to ensure success for new sales team members with clearly outlined actions and goals. If you haven’t heard of or used this plan before, now is a great time to start for your next job interview, new sales job, or even for your personal life. See below what a 30-60-90 day plan is, the elements of it that you should consider, when to write one, and why it’s important.

What is a 30-60-90 Day Plan?

The 30-60-90 day plan is a three-month strategy for successfully training new sales team members or selling in new territories. It clearly lays out all the actions and goals that will help salespeople get to know their new company or region and learn how to best reach their highest (and healthiest) level of productivity. With a robust 30-60-90 day sales plan, businesses are much more likely to make the most of new territories, reps, and managers.

Why Write a Sales Plan?

Coming into a job interview or new sales job with a detailed 30-60-90 day sales plan will show the manager:

• You know what you’re doing
• You’re confident in your abilities
• That you’ve carefully thought out crucial elements to ensure success
• You’ll hit the ground running if hired

We all know to be prepared when starting a new job or interviewing for one, but having a plan like this laid out will take you to another level above other candidates.

3 Stages to Writing Your Plan

Like we’ve discussed, having a 30-60-90 day sales plan prepared is going to set you apart from less-prepared sales reps. If you’re unsure of where to start, the first steps are to:

• Aligning the current teams goals
• Identify your own priorities

Writing a sales plan is not just about you, the sales team also needs to be considered. In the interview process, ask the current sales reps what their goals are and what they’re being pushed to. After finding out where the current reps are, identify your own success. Here are some examples of goals you can use and measure at the end of 90 days:

• Have the ability to demo the product at a high level.
• Become known, liked and trusted with all current customers.
• Have a list of 100 potential customers to prospect over the next 12 months.

It’s important to answer these questions before writing your plan to provide direction. Now let’s get to writing your sales plan .

Stage 1: 30 Days

When applying for a job, success in the first 30 days is likely completing your onboarding and training process successfully. In addition, you can also add the following criteria if you want to be more specific:

• Understanding corporate priorities, new roles and responsibilities
• Intermediate knowledge of key products and services
• Knowing the product’s position in the market vs. the competition
• Developing key connections within the organization with customer support, sales leadership, team members etc
• Going through previous rep’s sales CRM data and outlining a few key accounts to target

The 30-day section of your sales plan should define your success goals and briefly explain how you plan on achieving them. It should also share how you‘ll know you’ve been successful in meeting these goals.

Stage 2: 60 Days

With the first 30 days up, you have to amp up your sales efforts in the second month. Here are some pointers to include in the 60-day section of your sales plan. Notice how some of them are mandatory, while others are more flexible depending on your role, experience, and onboarding process.

• Started developing at least five new leads — Mandatory 
• Have shadowed the top two performing sales reps in the company — Mandatory 
• High-level understanding of key products — Mandatory 
• Completed role-playing sessions with other sales professionals in the team
• Have contributed to a sales meeting by adding value to the conversation
• Completed all formal sales onboarding or training that needs to be done

Stage 3: 90 days

Your 31-90 day plan sets out what you’re planning on doing for the rest of the time in the specific sales role. At the 90-day meeting with your sales manager, discuss any 3-4 points from the following success criteria:

• Clear and optimized prospecting list in use — Mandatory
• Daily schedule established for prospecting, following up and staying on top of everything else — Mandatory
• Become a solid member of the team — Mandatory
• Had at least one round of feedback on performance from the sales manager
• Closed at least a couple of deals without too much babysitting from others
• Foot in the door with a couple of exciting key accounts

Let’s Talk About it

Your success as a sales rep rests largely on how prepared you are with goals and objectives for success. If you want to chat about it more and how we can get you set up with tools for you and your team, schedule a free demo now ! Comment down below if you have a 30-60-90 day sales plan or will be making one now.

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How to create a 30-60-90 day sales plan? [ With template ]

Key takeaways.

• A 30-60-90 day sales plan is a structured roadmap designed to outline specific goals and strategies for achieving sales success within the first three months of a new role or project.
• The first month on the job is crucial, and you should learn about the company, its products, processes, and CRM.
• You start selling in the second month, and you should focus on strategies to achieve your sales quota.
• You should be vocal about ideas to improve team processes starting in the second month.

A 30-60-90 day sales plan is like finding the best route to success in your sales job, especially when you consider that 80% of all sales are made by just 20% of salespeople. 

This statistic highlights the importance of solid strategy and being part of a top-performing group. 

With the right plan, you can organize your first three months with clear steps and aim to hit your sales targets. This plan is great for anyone starting a new sales job, looking to improve, or preparing for a job interview. 

We’re here to guide you on how to make a 30-60-90 day sales plan that works for you. 

We’ll also cover the benefits, explain when it’s best to implement this plan, and guide you through building your own 30-60-90 day sales plan with the help of free templates and examples. 

• What is a 30-60-90 day sales plan? 

Benefits of a 30-60-90 day sales plan 

Things to know before creating a 30-60-90 days sales plan, how to create a 30-60-90-day sales plan.

• Checklist for 30-60-90 day sales plan 
• 30-60-90 day sales plan template free 
• 30-60-90 day sales plan examples 

Mistakes to avoid while creating a 30-60-90 day sales plan 

• Best practices: Use software to create and track a 30-60-90 day plan 

What is a 30-60-90 day sales plan?  

A 30-60-90 day sales plan is a clear course of action for the first three months of your new sales job. By strategizing and setting goals, you can transition smoothly or stress-free into the new organization as a sales rep. 

With this plan in action, you’ll be on the right track from the very first day. A well-thought 30-60-90 day sales plan helps you get off the ground and make a good first impression. 

Besides, your sales manager will be able to see how you are planning to move ahead in the organization and adapt to the new role. It gives your manager an idea of your first 30-60-90 days in the company. 

It is your golden chance to get in the good books of your sales managers. Your enthusiasm toward your new role and self-learning attitude can help you earn your manager’s confidence and trust. 

Success is the sum of small efforts, repeated day in and day out. – Robert Collier 

Incorporating a 30-60-90 day sales plan offers numerous advantages for sales professionals and managers. 

Below are the 6 reasons why a 30-60-90 day sales plan is important- 

1. Efficient new rep onboarding  

A 30-60-90 day sales plan is a foundational blueprint for onboarding and training processes.  

This ensures new sales reps are systematically introduced to the company’s sales strategies, techniques, and critical accounts. 

This structured approach accelerates the new hire’s ability to understand the target market and the company’s mission, enabling them to contribute effectively to the sales goals from an early stage. 

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2. Defined goals & metrics  

By breaking the plan down into 30-day segments, sales professionals and managers can set clear, achievable goals. 

This clarity helps measure success or progress, allowing for timely adjustments in sales strategies and efforts to ensure the sales targets are met or exceeded, thus enhancing sales performance across the board. 

3. Enhanced sales strategy development  

The 30-60-90 day plan for sales executives and managers facilitates a deeper understanding of the sales territory, including competition and critical clients. 

This period of analysis and adjustment helps to develop refined sales strategies that align with the market needs and company goals, ensuring a more robust sales process or better sales results. 

4. Fast track to new territory success  

For sales managers entering new sales territories, the 30-60-90 day sales plan offers a systematic approach to understanding and conquering the market. 

By setting specific objectives for learning, applying, or optimizing sales strategies, sales managers can achieve quicker success in new territories, establish key connections, and secure exciting key accounts more efficiently. 

5. Better team cohesion  

Implementing a 30-60-90 plan for managers ensures that all team members, including direct reports and other sales professionals, are aligned with the team’s goals and sales efforts. 

Regular sales meetings to review progress against the plan foster open communication, ensuring everyone is on the same page and working cohesively towards common objectives. 

6. Preparation for sales manager interviews  

For individuals interviewing for sales manager positions, preparing a 30-60-90 day sales plan for interview showcases strategic thinking, initiative, and a commitment to contributing to the company’s success from day one.  

It signals to the hiring manager that the candidate is proactive about their sales role and possesses a solid strategy to make an immediate impact, distinguishing them from other candidates.  

Integrating these benefits into a sales strategy makes the onboarding process more efficient and establishes a clear roadmap for sales professionals and managers to follow. This leads to enhanced sales performance, better team unity, and the successful achievement of sales goals. 

Entering a new sales territory is like migrating to a foreign country. A 30-60-90 day sales plan can be your GPS to move in the right direction and understand your target market. 

It’s important to immerse yourself in the company’s culture, understand its products, and get to grips with the sales CRM .  

Building strong relationships early on and understanding what the team and management expect from you will give you a competitive edge. All this effort lays the groundwork for success. 

Before developing your 30-60-90 sales plan, here is what you must do. 

1. Do your research  

Before you start your 30-60-90-day sales plan, it’s crucial to understand your job. 

This means knowing the sales targets you need to hit, how the company likes to sell its stuff ( sales process ), and what everyone expects you to achieve. 

Think of this step as setting up your GPS in the vast world of sales. 

By knowing your destination and the path, you can chart out a plan that gets you there smoothly, making sure every goal you set is something that moves you and the company forward. 

Research is formalized curiosity. It is poking and prying with a purpose. – Zora Neale Hurston   

2. Be realistic  

Be realistic and honest while creating the 30-60-90 day sales plan. No one knows your limits or capabilities better than you. So only include things that you will be able to do. Do not write things only to impress the sales manager. You must do something you’ve written to satisfy your manager. 

So, ponder over your strengths and weaknesses. Find out what you can do, align it with the management’s expectations as well as the goals of your sales team, and then create the sales plan. 

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3. Stay focused

The journey will seem difficult initially, but if you stay focused, you can succeed. It would help if you did all it takes to prove that the company didn’t make any wrong decisions by hiring you. 

Starve your distractions. Feed your focus – Anonymous

Your journey won’t end when you only create the sales plan. You’ll have even to execute it successfully. For that, you need to be focused throughout the 90-day plan. Your management should be able to see that you are capable of self-management and achieving goals. 

Creating a 30-60-90 day sales plan is a strategic step toward ensuring success in your sales role. 

It’s about setting clear intentions and aligning your efforts with broader team objectives. The first 90-day plan is crucial. 

And here is how you can do that. 

1. Define goals during the first week of the job  

Start by setting specific, achievable goals within your first week.  

This could involve understanding the sales process, getting to know your sales team and manager, and beginning to familiarize yourself with your sales territory.

This one step- Choosing a goal and sticking to it – changes everything – Scott Reed

Your initial goals in the 30-60-90 day sales plan should include learning about the company’s products or services, the target market, and key accounts. 

Establishing these foundational goals early sets the stage for a successful ramp-up period, ensuring you’re ready to hit the ground running. 

2. Make sure your goals align with the team’s goals

It’s crucial that your objectives within the 30-60-90 day sales plan not only serve your personal growth but also contribute to the team’s broader sales targets. 

Engage with your sales leadership and peers to understand the team’s goals and how your role fits into the broader sales strategy.  

Unity is strength… When there is teamwork and collaboration, wonderful things can be achieved. – Mattie Stepanek

This alignment ensures that as you work towards your milestones, you actively support the team’s efforts towards achieving shared objectives, enhancing overall sales performance. 

3. Be clear about your priorities

With numerous tasks and goals, clarity on your priorities is essential. 

In the 30 60 90 day business plan, define which objectives are most critical in each phase—starting with onboarding or training processes, advancing to deeper engagement, and eventually focusing on closing deals or expanding your sales territory. 

Prioritizing tasks will help you manage your time effectively, ensuring you’re focusing on activities that drive the most value for your role and the sales team. 

Checklist for 30-60-90 day sales plan  

Starting a new sales job means adapting to a new environment where what worked before might not work now. 

Each company is unique, with its goals and ways of doing things. It’s essential to go slow at first, learn about the company and build a strong foundation. 

This approach is essential for creating a successful 30-60-90 day sales plan that guides you through learning, fitting in, and finally, excelling in your new role. 

Below is the checklist for the 30-60-90 days sales plan that you can create- 

1. Checklist for 30 day sales plan  

The first month of any new job is crucial, as this is where you’ll get acquainted with the company and its process. So, here’s how you can get a headstart on your job – 

• Once you’ve completed onboarding and training, study the company’s vision and mission. Then, visit its website and social media pages. 
• Invest time in understanding the company’s history, work culture, strategic business plan, and success. 
• Study the market and ongoing sales trends.
• Analyze the competitors and their strengths as well as weaknesses. 
• Review all the written material like brochures, blogs, industry publications, and other content. 
• Meet the product team and understand every point (why the product was developed, sole motive, features, functionality, value, propositions, etc.). 
• Meet with the manager to understand the sales priorities, goals, and current issues. 
• Familiarize yourself with the sales methodologies and sales process followed by the team.  
• Study the ideal customer persona(Find out what the best fit company looks like and who should be targeted in the prospect’s company, i.e., decision maker) 
• Study the case studies of satisfied customers and find out how the product helped the customer. 
• Get familiarized with the past customers and the few key accounts the sales teams are working on. 
• Schedule a meeting with the top performers to understand how they approach sales. 
• Shadow your teammates and listen to how they conduct sales calls.  
• Listen to the sales call recorded by the top performers and note the phrases, rapport-building techniques, and closing strategies they use. 
• Learn how long it takes to convert a deal into sales and which steps are involved. 
• Take training on using CRM and other tools used by the sales team.  
• Analyze the new role and responsibilities and your current skills, and identify what new things you’ll need to learn. 
• Spend time with the marketing and customer support team to understand how they function. 

2. Checklist for 60 days sales plan  

In any company, the first month goes into learning and adapting to the surrounding environments. In the second month, you face the real challenges when you get on the field and start selling. 

So the second month should be planned carefully. The real battle starts when you get the quota and need to strategize to achieve the sales quota . You must begin contributing to your sales team’s growth from the second month. Voice your thoughts and give ideas to improve the team’s processes. 

During 31- 60 days, you must connect and develop relationships with prospective buyers and other sales professionals. In the second month, explore your sales CRM and enter details.  

Developing weekly personal goals during this period can help you stay on track. Even teaming up with coworkers for mock calls can help boost your confidence and prepare you for future sales challenges. 

Below is the checklist for the second-month sales plan that you can create. 

• Have a mock call session with the team. 
• Create milestones that must be achieved to create value for the company. 
• Create a clear sales workflow map. 
• Strategize outbound activities. 
• Enter data into CRM and explore its various features.  
• Explore multiple sales channels for connecting with prospects. 
• Create sales email templates and save them in the CRM simultaneously.  
• Collect sales leads and plan them for the week.  
• Evaluate leads against the buyer persona.  
• Prepare for prospecting calls. 
• Research and collect information about potential prospects.  
• Make at least 40 calls per day. (spend 10 minutes on each call) 
• Create a cold calling script . 
• Create a list of questions for lead qualification.  
• Set time for qualifying the leads.  
• Prepare for discovery calls. 
• Block time for setting appointments.  
• Create a strategy for sales follow-up. 
• Prioritize activities for each day. 

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3. Checklist for 90 days sales plan   

By the third month, you’ll be able to blend in with the new sales environment. The third month will be about putting what you learned in the first sixty days into action.  

During the 61-90 days, you’ll have to speed up the process and start closing deals to achieve your sales quota. From tweaking strategies to nurturing relationships, a lot must be done in the third month. 

You’ll have to track and analyze your sales approach to see what’s not working and make real-time amendments. 

During the 61-90 day period, you’ll have to make your sales manager and the team realize you are valuable. It is your last chance to prove everything you claimed during the interview process. So, make a strong game plan for the third month. 

Below is the checklist for the third-month sales plan that you can create. 

•  Block time for nurturing activities. 
•  Create impactful presentations for the sales meetings. 
•  Prepare for the presentations. Make points to discuss for each slide of the display.  
•  Create strategies to handle objections. 
•  Set the time for following up after the presentation and address concerns.  
•  Create a strategy for closing the deals. 
•  Block time for coordinating with prospects who are in the closing stage. 
•  Create sales reports and analyze sales performance.  
•  Tweak the process for improving the conversion rate. 

30-60-90 day sales plan template free  

You know what to follow when creating a 30-60-90 day sales plan, but how do you assemble these tasks and execute them? Well, we’ve created an extensive 30 60 90 day sales plan template so that you can easily manage all your tasks from one place. 

Click on the link below to get a 30 60 90 day sales plan template free and crush your sales goals! 

30-60-90 day sales plan examples  

Making a 30-60-90 day sales plan is key for new and experienced salespeople to do well. It helps set clear goals for the first three months.  

Here are some examples of 30-60-90 day sales plans- 

30-60-90 day plan: New sales rep   

This plan serves as a roadmap for new sales reps or job candidates, offering a structured approach to mastering their new role and demonstrating their preparedness during the interview process. 

Phase 1 (Days 1–30): Understand   

• Complete all onboarding and training processes to understand the sales strategies and processes.  
• Learn about the company’s mission, sales goals, and the key players within the organization.  
• Get acquainted with the company’s products/services and target market and what industry certificates they have. 
• Conduct research on key accounts and the competitive landscape.  

Phase 2 (Days 31–60): Implement   

• Shadow experienced sales team members to learn from real interactions.  
• Practice sales pitches and calls with sales managers and peers.  
• Start engaging with potential clients to build your sales rep experience.  
• Begin tracking all sales activities and setting initial sales targets.  
• Compile a list of prospective customers and start outreach efforts.  

Phase 3 (Days 61–90): Optimize  

• Evaluate your sales performance, identifying strengths and areas for improvement.  
• Set sales goals for the following month, focusing on enhancing sales strategies.  
• Refine your approach based on successful outcomes and explore new methods for areas lacking results.  
• Establish a daily routine to boost productivity and plan regular reviews with sales leadership to discuss progress.  

30-60-90 Day Plan: Sales manager example   

A sales manager’s plan emphasizes team building, process optimization, and leadership skills to elevate the entire sales team’s performance. 

• Complete necessary company onboarding and familiarize yourself with sales leadership tools and processes.  
• Meet with each of your direct reports to understand their strengths, challenges, and goals.  
• Assess the current sales process or identify inefficiencies and areas for potential improvement.  
• Research competitors and gather feedback from team members on the existing sales strategy or management practices.  
• Implement changes based on initial assessments and feedback.  
• Identify skill gaps within the team and consider training process enhancements or tool integrations.  
• Develop data-driven strategies for improving sales performance and set achievable sales goals for the team.  
• Introduce at least one change based on team feedback to foster a culture of continuous improvement.  
• Solicit feedback on recent changes and assess the impact on team dynamics or sales results.
• Establish a structured daily routine to maximize team productivity and efficiency.  
• Organize regular meetings with team members to discuss progress, challenges, and future sales strategies.  
• Make adjustments based on feedback, focusing on long-term sales goals and team development.  

These examples showcase a comprehensive approach for new sales reps and managers to navigate their roles effectively, setting a strong foundation for success in the competitive sales game.

A 30-60-90 day sales plan gives you a clear direction in the new job. It shows you what you’ll be doing in the first three months.

You will be able to reach your destination when you have a clear map. The 30-60-90 day sales plan should be tactfully developed. Here are the mistakes you must avoid while making the 30-60-90 day sales plan. 

Mistake 1 – Having a vague plan  

An ambiguous plan is like a foggy morning that can mislead you. Your sales plan should tell you what exactly needs to be done in the first three months. Be specific while writing the program. Include the date, number, or anything that’s required. 

In fact, only 60% of sales reps meet their quota . This shows how important it is to have a clear and measurable plan. 

For instance, “I will make 40 calls in a day”. With just one glance, you should know what needs to be done. This way, you will save time and do what’s essential for meeting the sales quota. 

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Mistake 2 – Not getting feedback   

Feedback is crucial for refining your 30-60-90-day sales plan. Feedback lets you determine whether you are on the right path or need to change your approach. 

So, once you create your entire sales plan, please share it with your manager and experienced team members. 

They might advise you to add more points or edit the existing ones. So, make sure you approach your manager or team’s top performers for some valuable feedback. 

Mistake 3 –  Not being flexible  

When you enter a new place, you don’t know much. You observe, research, and try to create a plan. 

When you start executing your project, you might discover that some things aren’t how you assumed them. 

You might have to adjust the schedule. Don’t get discouraged; instead, be flexible and make the change immediately to reach your goals. 

Best practices: Use software to create and track a 30-60-90 day plan  

Using CRM software significantly streamlines the creation and tracking of 30-60-90 day sales plans .

This technology integrates sales reporting and analytics into one platform, enhancing goal setting and success measurement. 

Essential CRM features

• Dashboards : Visualize performance metrics to pinpoint successes and areas needing improvement. Sharing dashboards keeps sales teams and leadership aligned. 
• Custom Goals : CRMs enable personalized goal setting linked to specific deals or tasks, ensuring sales reps have clear objectives. 
• Performance Tracking : Monitor team achievements and identify when additional support, such as training or coaching, is necessary. 
• Forecasting : Helps in setting realistic milestones with projections of revenue, guiding focus towards achieving sales targets. 
• Insightful Reports : Tailored reports on KPIs and account performances provide clarity on team and individual progress, facilitating strategy adjustments. 

Adopting CRM for your 30-60-90 day plan not only simplifies its development but also enhances the ability to monitor and adapt sales strategies, aiming for continuous improvement in meeting sales goals. 

Wrapping up  

A 30-60-90 day sales plan is your roadmap for success in a new sales role. 

By setting clear goals, seeking feedback, and staying adaptable, you lay down a solid foundation for your journey. 

Remember, the key to a great plan is not just in the planning but in the doing and tweaking as you go. 

Stick to this approach, and you’ll confidently navigate your first three months, setting yourself up for a winning streak in the competitive sales world. 

Keep it specific, open to input, and flexible – and watch as your sales plan turns into sales success. 

Frequently Asked Question  

A 30-60-90 plan breaks down your goals for the first 30, 60, and 90 days in a new role or project. It begins with setting learning goals, continues with applying that knowledge, and finishes with actions to achieve your objectives. 

A sales manager 30 60 90 plan is a clear guide for new sales managers to hit the ground running.  

In the first 30 days, it’s all about understanding the team and how things work, which is key for a good 30 60 90 day plan for sales managers.  

The next 60 days are for putting what you’ve learned into action, improving sales strategies, and helping your team get better, fitting into a sales manager 90 day plan.  

The last 30 days are about making sure you and your team are on track to meet your sales goals.  

Following a 30-60-90 day plan sales manager example helps you lead your team effectively right from the start, making the 30 60 90 day sales manager plan really important for success. 

Sure, for a sales manager role, presenting a well-structured 30-60-90 day sales plan during an interview is crucial.  

This plan should outline a clear strategy that demonstrates your approach to achieving success within the first three months on the job. Typically, the plan is broken down into three phases: 

• 30 day sales plan (Assessment and Learning)  

Under the sales manager 30 60 90 plan, the initial month is about orientation and assimilation. 

This involves understanding the company’s sales processes, products, and team dynamics. 

The goal is to assess the current sales strategies, team strengths, and areas for improvement. You’ll also establish relationships with your team and other key departments. 

• 60 day sales plan (Strategic Planning and Integration)  

The sales manager 60 day plan focuses on using insights gained in the first 60 days to develop and integrate strategic sales initiatives. 

This may include implementing new sales methodologies, training sessions to address identified skill gaps, or restructuring the sales territory for better coverage. 

Additionally, you’ll start setting measurable goals for the team and individual sales representatives. 

• 90 day sales plan (Implementation and Execution)  

By now, your 90 day plan for sales manager should shift towards full-scale execution. 

This means actively managing your sales team towards the new objectives, monitoring performance, and making necessary adjustments. 

It’s time to solidify your leadership position, drive sales efforts forward, and demonstrate tangible results from the strategies you’ve implemented. 

For a 30-60-90 day plan for sales manager interview, it’s essential to articulate how each phase will contribute to the overall sales targets and team development. 

Highlighting your proactive steps for learning, strategic planning, and execution shows your potential employer that you have a concrete, actionable plan for making a significant impact in your role as a sales manager. 

Riyanshi Chaplot

Riyanshi is an enthusiastic content creator and SEO strategist at Salesmate who curates information on marketing, sales, and customer experience. She loves to explore new places and meet new people when she is not working.

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The 30-60-90 Day Plan: Your Secret Weapon for New Job Success

When you’re starting a new job, sometimes deciding whether to pack a lunch the first day is a struggle—forget about planning out the next few months. So if you’ve been asked to make a 30-60-90 day plan for your new job—or even earlier during the interview process—you might have a few questions like What? And How? And Do I really need a job or can I live off the grid in a cozy little cave?

But we promise, making a 30-60-90 day plan is possible and it can help you set yourself up for success at your new gig. We’ve got detailed instructions on when and how to make a 30-60-90 day plan, plus a template to guide you and an example to inspire you.

What is a 30-60-90 day plan?

A 30-60-90 day plan is what it sounds like: a document that articulates your intentions for the first 30, 60, and 90 days of a new job. It lists your high-level priorities and actionable goals, as well as the metrics you’ll use to measure success in those first three months. Done well, it will help you make a positive first impression on your new employer—or the hiring manager you hope will be your future boss.

Download The Muse’s 30-60-90 day plan template here .

When to make a 30-60-90 day plan

Many 30-60-90 day plans follow a similar structure, but the level of detail may vary depending on your situation. There are two main times when you might make one: preparing for an interview or starting a new job.

Note: If you’re a manager who wants to make an onboarding plan to help your new hires hit the ground running (without constantly having to ask you what they should do next), you should consider using our self-onboarding tool , a template for outlining your month-one goals for a new hire, as well as creating a week-by-week plan with a thorough list of meetings, readings, and tasks they should tackle in their first month on the job.

For an interview

If you’ve made it to a late-stage job interview, you may be asked something along the lines of, “What would your first 30, 60, or 90 days look like in this role?” It’s a good idea to prepare to answer this regardless of what level role you’re interviewing for, but it’s more common for higher-level positions.

With interview questions  like this, the hiring manager is likely trying to understand your thought process going into the job more than anything. They want to know: Do you understand the role and what it would require of you? Can you get up to speed quickly and start contributing early on? Do your ideas show that you’re the right candidate to fill this particular position?

Even if you’re not explicitly asked this interview question, coming prepared with a plan can help you wow the hiring manager and stand out among other applicants. “Employers are looking for people who are agile and proactive,” says leadership consultant Michael Watkins, author of The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter . “By talking about how you would approach your first 90 days, you demonstrate agility and proactiveness.”

In other cases—more commonly for higher-level management or executive roles—you may be asked to do an interview presentation . Creating a 30-60-90 day plan to present is a great way to show the hiring manager that you understand the challenges a company or department is facing and you have a clear plan for tackling them.

Be sure to include a few specific ideas in your interview presentation—depending on the role you’re interviewing for, that could be suggestions for ways to cut costs, increase sales, or improve customer satisfaction. You want to convey: “I’ve got five good ideas, and when you hire me, I’ve got 50 more,” says career coach Eliot Kaplan , who spent 18 years as Vice President of Talent Acquisition at Hearst Magazines.

For a new job

If you’re starting a new job, your new manager may explicitly ask for a 30-60-90 day plan in writing, or you may want to create one for yourself to help ease the transition to your new role. In either case, the goal is to set yourself up to hit the ground running—and to be sure you’re running in the right direction.

“If you come in without a game plan and try to tackle everything, you’re going to get nothing done,” Kaplan says. “Come up with a couple things you can accomplish successfully.”

If you’ve already started the position, you’ll have access to internal resources and your new coworkers, which will make it easier to create a detailed, realistic plan. If there are things you’re unsure about—like goals, expectations, or typical benchmarks—ask! You’ll likely impress your new colleagues with how proactive you are, but more importantly, you’ll gather the information you need to be successful.

Elements of a 30-60-90 day plan

Before you’re ready to get down to the details of your 30-60-90 plan, you’ll want to think about the high-level elements it needs to include. As the name suggests, you want to think of your plan in three 30 day phases that translate to your first 30, 60, and 90 days on the job. For each phase, you’ll need to:

• Determine a specific focus
• Set your top priorities
• Make concrete goals that support those priorities
• Determine how you’ll measure success

Here’s how to fill in the major parts of your plan for each of the first three months: 

Your specific monthly focus might change based on your role and the company, but typically, the broad focus of each 30-day period will look similar:

• The first month (days 1-30) of a new job is about learning.
• The second month (days 31-60) is about planning and beginning to contribute
• The third month (days 61-90) is about execution and—when applicable—initiating changes to the status quo.

Within those broad monthly buckets, outline your high-level priorities for each phase. For instance, your priorities for different phases could include learning internal processes, performing your role independently, or proposing solutions to a problem facing the company. Your priorities should be more specific than your focuses, but broader than individual goals.

Setting goals is all about making a plan for how you’ll achieve your overarching priorities. For each phase, set goals that ladder up to your stated focus and priorities. (See our example 30-60-90 day plan below for inspiration.) If it’s helpful, break your goals into categories like learning, performance, and personal goals.

• Learning goals: To set these, ask, “What knowledge and skills do I need to be successful? How can I best absorb and acquire that information and those abilities?”
• Performance goals: These are concrete things you want to accomplish or complete as part of your new role. To set these, ask yourself, “What progress do I hope to make within the first 30/60/90 days?”
• Personal goals: These goals are more about getting to know the people you’ll be working with and finding your place within your new company or team. To set these, ask, “Who are the key people I need and want to build relationships with? How can I establish and foster those relationships, so that I’m seen as trustworthy and credible?”

For each goal, determine at least one metric you’ll use to track your progress. Ask yourself, “What does success look like and how will I measure it?” Not sure how to do that? Keep reading!

6 tips for writing a 30-60-90 day plan

So how do you figure out your focus, priorities, goals, and metrics for a brand new role? You’ll need to gain a deeper understanding of the challenges that the company or department is trying to solve and reflect on how you can make a positive impact within the first 90 days. Here are six tips to make that easier:

1. Think big picture .

Before you start writing out specific goals and metrics, reflect on your overall priorities. “Start with what’s important to you and work out from there,” says Muse career coach Yolanda Owens . “What are the things you’re going to need to know in order to be successful? Use [those] as your compass.” Identify why they hired (or are looking to hire) you, and set priorities that deliver on that purpose. For mid- and high-level roles, you’re likely being brought in to solve a specific problem or lead a particular project. For more junior roles, your priority can be getting up to speed on the basics of your role and how the company works.

2. Ask questions .

Whether you’re new to a company or still in the interview stage, asking questions is crucial. In order to set realistic goals and metrics that ladder up to your high-level priorities, you’ll need a baseline understanding of the status quo. Ask things that start with, “What’s the average…” or “What’s typical for…”

You can ask your new coworkers these questions or use early stage interviews to ask questions that could help you make a 30-60-90 day plan later on. Muse career coach Tamara Williams  suggests asking up front, “What can I tackle in the first 90 days that will allow me to hit the ground running as well as make a significant impact in the organization?”

3. Meet with key stakeholders.

Establishing healthy working relationships is key to success in any role. If you’ve already started the job, set up meetings with the following people within the first 30 days:

• Your manager
• Other coworkers on your team with whom you’ll work closely
• Other colleagues who are in your role or a similar one
• Any cross-functional partners (on other teams) you’ll work with regularly
• Any external partners (outside of the company) you’ll work with regularly
• Your new direct reports (if you’re a manager)

In each meeting, learn about your coworkers’ roles within the company—and also get to know them as people. Ask lots of questions about the company culture, internal processes, reporting structures, team and company challenges, and other questions that come up as you’re learning the ropes. It’s important to have these conversations before you make plans to change the way things are currently run.

“Too many times, [people] come into the role and say, ‘At my last company, we did it this way,’” Williams says. “That turns people off. You need to be a student before you become a teacher.”

4. Set SMART goals .

Once you’re clear on your high-level priorities, set specific goals that ladder up to your priorities for the 30-, 60-, and 90-day phases. These goals should be SMART: specific, measurable, attainable, realistic, and time-bound.

For example, instead of “Understand our SEO,” a SMART goal would be, “Within the first 30 days, identify our top 10 target keywords and assess how we’re currently ranking for them.”

5. Determine how you’ll measure success.

This will likely be different for each of your goals. Metrics are often quantifiable (revenue, pageviews, etc.), but some goals might have more qualitative metrics, like positive customer feedback. However, try to make even qualitative metrics measurable—for instance, the number of five-star reviews you receive.

6. Be flexible.

Don’t worry if you don’t end up following the plan precisely. Every job is different, so tailor your plan based on what you know about the role and organization, but accept that it will likely change. Ask for feedback throughout your first 90 days (and throughout your tenure at the company). If you have to course-correct as you go, that’s totally fine.

If you’re a team lead or executive, consider adding, “Conduct a SWOT analysis of my project, team, the department or the company as a whole,” to your plan during month two or three. SWOT simply stands for strengths, weaknesses, opportunities, and threats. Once you complete this exercise it might help you adjust the rest of your plan as well as set longer-term goals and strategies.

Also, don’t stress about the length of your written plan—it’s the quality that counts, Kaplan says. “I've gotten [90-day plans] that were two pages long and were perfect, and ones that were 40 pages long and were useless.”

30-60-90 day plan template

If all that feels a bit overwhelming, or you’d just like some more guidance, check out our (free) downloadable 30-60-90 day plan template .

Not a fan of our formatting? (Or just need the words and nothing else?) Copy and paste the text below for each month of your plan.

My 30-60-90 Day Plan

Prepared by: [Your name] Prepared for (optional): [Hiring manager or manager’s name, Company Name] Date: [MM/DD/YYYY]

Days [1–30/31–60/61–90]

Focus: [Your focus for your first month]

Priorities: [Your priorities for your first month]

Learning Goals

• [Your first goal.] ( Metric:  [How you’ll measure your first goal])
• [Your second goal.] ( Metric: [How you’ll measure your second goal]
• [Your third goal.] ( Metric: [How you’ll measure your third goal])

Performance Goals

• [Your first goal.] ( Metric: [How you’ll measure your first goal])

Personal Goals

30-60-90 day plan example

Use our 30-60-90 day plan template to start creating your own plan. If you’re stuck on how to fill it in, this example can provide some inspiration.

Focus: Learning

Priorities: Get up to speed on my role, team, and the company as a whole. Understand the expectations my manager has for me, learn how the internal processes and procedures currently work, and start to explore some of the challenges facing the company and my role.

Learning goals:

• Read all of the relevant internal materials available to me on the company wiki or drive and ask my manager for recommendations of articles, reports, and studies I should review. ( Metric: Reading completed)
• Get access to the accounts (email, task management software, customer relationship management platform, etc.) I’ll need to do my job. Spend time familiarizing myself with each of them. ( Metric: Task completed)
• Listen to five recorded sales calls by seasoned teammates. ( Metric: Five sales calls listened to)
• Meet with someone on the account management team to learn about what new clients can expect from the onboarding process. ( Metric: Task completed).

Performance goals:

• Make my first sales calls to key clients and prospects. ( Metric: Three sales calls completed)
• Ask my manager for feedback on my output and performance. Document the feedback so I can incorporate it in my future performance. ( Metric: Task completed)

Personal goals:

• Meet with my manager and as many other new coworkers as possible. Introduce myself and learn about their roles within the organization. ( Metric: Five meetings held)
• Set up recurring meetings with everyone I’ll need to work with on a regular basis—including cross-functional and external partners. ( Metric: Regular meetings set and attended)

Focus: Contributing.

Priorities: Perform my role at full capacity, with a decreased need for guidance. Start to explore how I can make a unique impact within my role and the company.

• Complete an online training course to learn how to better use our customer relationship management platform. ( Metric: One course completed)
• Shadow a seasoned member of the team, listen in on at least three of their sales calls, and document what I learn from observing their approach. ( Metric: Task completed)
• Make five sales calls a week to key clients and prospects. ( Metric: 20 calls completed)
• Ask a seasoned member of the team to observe at least one of my sales calls and give me feedback about how I can improve. ( Metric: Task completed)
• Listen to at least four of my own recorded calls and note self-feedback ( Metric: Four calls listened to)
• Ask for feedback from my manager and coworkers, and document the feedback so I can incorporate it in the future. ( Metric: TBD)
• Schedule coffee or lunch with someone from the company I haven’t gotten to know yet. ( Metric: Task completed)

Focus: Taking initiative.

Priorities: Start assuming more autonomy and finding small ways to practice leadership skills. Start to explore goals for the rest of the year.

• Identify and sign up for a conference, webinar, or online course that will aid in my professional development. ( Metric: One conference, course, or webinar signed up for)
• Analyze my performance so far and establish key metrics I care about (sales, leads, revenue, etc.). Implement a test to try to improve that metric. ( Metric: Task completed)
• Perform my core responsibilities at a higher level based on the metrics I outlined. (Close more sales, increase revenue, etc.) ( Metric: TBD)
• Develop an idea for a new project or initiative I can spearhead, and pitch it to my manager. ( Metric: Task completed)
• Complete the project or initiative I outlined and get feedback from key stakeholders. ( Metric: Project/initiative completed and feedback received from three key stakeholders)
• Get involved extracurricularly within the company by signing up for the corporate volunteer day or a company-sponsored club or sports team. ( Metric: Task completed.)

With our 30-60-90 day template, examples, and guidelines, you’re well-equipped to land the job you’re after or tackle your first 90 days in your new role. Happy planning!

Regina Borsellino also contributed writing, reporting, and/or advice to this article.

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The best sales interview questions and answers

Hiring salespeople is a challenge. It’s a task that requires finding the best communicators and relationship managers, made all the harder by the fact that salespeople are persuasive and interviewers must work past that to uncover the candidate's personality—not just their memorized answers and sales techniques.

Despite the challenge of finding the perfect salesperson for your team, sales positions are the top hiring priority for talent acquisition leaders.

So, to help you find a sales professional who is right for the role—as well as optimistic, dedicated and a perfect match for your company culture—we’re taking you through the process of hiring salespeople, from tough sales interview questions and best answers to the main traits to look for. This list of top sales interview questions should be helpful for both the interviewer and the interviewee.

So, how can you ensure you hire the sales representative with the ideal skillset, experience, knowledge and personality for the needs of your company?

No matter which sales role you’re interviewing for, make sure you include these eight must-have sales interview questions.

1. How would you describe your perfect work environment in sales?

This question helps you uncover the expectations they have of their ongoing workload, their team, the office atmosphere and even the way tasks are planned and delegated.

While there’s no one-size-fits-all answer to this question, it should help you work out how open your candidate is to reflect on their work, upskill on an ongoing basis and lift other team members up as opposed to aiming for individual goals only.

2. How did you land your most successful sale?

With this question, your potential sales rep should light up and confidently go into detail on their strengths and overall sales talent.

A good answer is one that reveals a candidate's unique way of moving a sale forward. This sheds light into their communication skills and the sales strategies they employ.

Make sure to ask follow-up questions to learn more about their mindset throughout that success, as well as the way they dealt with any hurdles and even the way they celebrated this sale.

3. Walk me through your approach to the sales process in your most recent role.

A sales process question is a pure knowledge test. If your candidate keeps talking about all the sales they won in their last job, but can’t name the stages of the process or approximate how long they took, they are likely being dishonest with you. The proof is in the details, so as a candidate make sure you have those metrics on hand and look out for this as an interviewer too.

You’re looking for an answer that clearly shows actions they’ve taken to move their prospect through the entire sales cycle.

4. What is your least favorite part of the sales process?

Honesty is important, and sales is difficult. In their job, they are bound to deal with difficult people, roadblocks in the process, rejections and failed deals.

Even if they genuinely enjoy being part of that process, it’s unlikely they are always 100% motivated and content. When you get an initial answer, make sure to ask follow-up questions to uncover their approach when it comes to difficult moments.

5. How would you describe our company based on what you’ve seen so far?

It’s not only important that the candidate is right for you, you have to be the right option for them, too. Asking this question will ensure that they know what they’re signing up for and the company's products, market and environment they will be surrounded with daily.

It also lets you know they put the work into researching before they walked into the sales job interview, a good sign they’ll know how to research prospects before reaching out or pitching to them.

This answer should reveal if they’re a good fit for your company culture. If the company stands for working smart over working hard, but they believe you encourage working overtime and hustling 24/7, ask yourself whether this person will match with the rest of the team and the company.

6. Why are you looking to leave your current job?

Another question that has no perfect answer, but it’s important for any industry and any type of role.

An answer should reveal the candidate's true intent for a new sales position. It’s a version of ‘tell me about yourself’ that gives you insight into their career goals and thought process.

As long as it’s a positive reason, such as an opportunity to grow or even leaving an environment that wasn’t a fit for their personality or style of work, you’re looking at a great candidate. If they’re talking negatively about their current job or employer, beware.

Make sure to ask more questions if their reason to leave is something that might be the case in your company, too.

7. How do you keep up to date on your target market?

The answer should show you the books, newsletters, courses, blogs and other resources that your candidate frequently consumes to stay on top of the industry. Follow up by asking them how much time they spend each week or month on learning.

8. How do you organize your day?

With this question, you’re looking for the way your candidate structures their tasks, sales meetings , sales calls and their calendar and their sales dashboard in general.

A poor answer is the one that reveals they deal with commitments as they come in, without any logic or a way to prioritize. A great answer will showcase their ability to start each day with a clear plan and reflect back on their tasks and performance at the end of the week. An even better addition would be experience with a CRM that you use in your company to keep sales tasks organized.

Curveball questions: the ones they’re probably not prepared for

Salespeople are well-versed in giving answers they know you want to hear. Why not add these six questions to dig a little deeper into their motivations, experience and self-awareness—and potentially catch them off-guard?

1. What core values should every good salesperson possess?

The answer to this question will help you see how they truly feel about a career in sales , as well as how they think they fit into that role.

2. What is your ultimate career aspiration?

They won’t be in this role and your company forever. How does it play into their long-term plan? Do they believe it will make a difference in their sales career , or is it just a job to keep them busy and pay the bills until something better comes?

3. How do you keep a smile on your face during a hard day?

There’s no way to rehearse an answer to this question. It’s quite a personal question when you think about it; it has a lot to do with their personality and the internal drive to make the most of every situation.

4. How would you explain our product or service in a single sentence?

This is a variation on the earlier question asking for a description of your company, but in a more condensed way, indicating how well what they’ve seen and heard so far has been understood.

5. Tell me a team disagreement you’ve had. How did the team resolve the issue? What part did you play?

Another question that is almost impossible to fake an answer to. When you ask this, your candidate will have to recall their team experiences (negative ones!) and articulate them in a relatively short period of time. It will show their maturity and willingness to find solutions that work for everyone.

6. Have you ever asked a prospect you lost why they chose not to buy? What did you take away from that experience?

This is another way of seeing how your candidate deals with rejection and failure. A great answer will reveal they’re always aiming to learn from unsuccessful deals, as great salespeople ask for constructive criticism and feedback on performance.

Role-specific questions for various sales positions

One important part of building your list of interview questions is adding questions specific to the sales position you’re interviewing for.

Entry-level sales

Sales reps who are relatively new to the world of sales might be quicker to give up on prospects or get unmotivated after losing a sure deal.

They are also just getting comfortable with managing various pipeline stages, qualifying leads and figuring out the quirks of your industry and the typical hurdles in your market. An interviewer can ask these questions to make sure they are on the right track.

• What made you want to get into sales?
• A prospect you’ve been pursuing goes dark and then eventually tells you they chose a competitor. What do you do?
• When do you give up on making a sale?
• What are the most important qualifying questions you ask every prospect?
• How do you make sure you keep your sales skills up-to-date? What do you want to get better at?
• What was your favorite/least favorite thing about your previous role?
• Give me specific details on your previous compensation scheme and success record
• Tell me a story

The final questions will reveal their motivation to be in this role, as well as their ability to hold a conversation and engage the listener. Details on their past commission structure and their track record are hard to make up, so it’s an easy way to gauge their success in a similar role in the past.

Call center sales

Call center staff often have to deal with a high volume of calls, notes and inquiries on a daily basis. This also makes them more exposed to frustrated prospects or customers, as well as uncomfortable phone conversations.

A friendly and highly detailed approach to this job is paramount. As the interviewer, you could ask:

• Are you comfortable with cold calling with a script or without?
• What are your favorite questions to ask prospects?
• How do you deal with angry prospects on the phone?
• How do you research prospects before a call or meeting? What information do you look for?
• How do you make sure a task is completed before moving to another?

Account management

Account managers are problem-solvers who play a crucial role in the growth of a business and usually develop long-term relationships with a select amount of valuable customers. They do this by making sales, handling complaints, collecting and analyzing customer data and trying to improve the overall buyer experience.

Successful account managers are communicative, resourceful and highly organized. Recruiters can ask:

• Describe how you have built successful relationships with clients or coworkers in the past
• What’s the best way to establish a relationship with a prospect?
• How do you plan your day to make sure you can deal with multiple client accounts at the same time?
• Tell me about a time when you retained a client who wanted to cancel a service or an order
• Have you ever improved upon a company process? How?
• How would you handle an angry customer?

Sales manager

Sales managers are in charge of hiring, coaching and motivating sales reps that can thrive in their team and grow both as individuals and in a group setting. In other words, it's a lot of responsibilities to carry. A sales manager doesn’t just need to be a talented salesperson, they also need to have a knack for leading and people-managing—a skill even many of the best salespeople don’t have.

When interviewing for this role, make sure you assess the capabilities of your candidate to lead their team in the right direction, help them through rough times and missed targets, and stay composed in any situation. One way to do this is with situational sales interview questions:

• If business priorities change, how would you help your team understand and carry out the shifted goals?
• I’m a sales rep who has missed quota three months in a row. How would you handle this situation? What would you say to me as a sales leader?
• What made you successful as a sales rep? How will your processes inform how you manage your team?
• What skills and qualifications would you look for when hiring a sales rep?
• What do you think makes for a successful sales rep coaching session?

Customer success manager

Your customer success manager makes sure that your product or service fills the gap between the customer and their success—literally.

It’s a proactive role that reduces customer churn and ensures customers are fully educated about the product and any potential frustrations are prevented before they turn into a customer service issue.

Customer success managers should be able to handle demonstrations and product walkthroughs based on the individual customer requirement. Look out for someone with experience presenting to different audiences and with a skill for summarizing products/services.

Some questions to ask someone interviewing for this role include:

• What methods do you use to ensure the customer is successful with their purchase and happy with their experience?
• How do you identify opportunities to upsell?
• How do you handle multiple competing priorities? How do you determine the most pressing or critical priorities at a given time?
• How do you communicate with customers the reasons why you can’t resolve a problem right away?
• Have you written step-by-step procedures for customers? Could you share some examples?

You could also ask these best questions to ask for a sales interview questions when searching for a sales consultant.

Sales operations manager

Sales staff that work in operations management roles help teams reach their full potential by solving process-related problems, implementing tools and strategizing solutions that streamline everyone else’s jobs.

The interviewer wants to learn about their methodologies and past successes in sales operations.

• How can a sales operations manager add the most value to their sales team?
• As a sales operations manager, what is your management style?
• Tell me about a specific way you’ve improved a process for a sales team.
• How have you achieved personal development as a sales operations manager in the last 12 months?

Director/VP of sales

A VP of sales plays a critical role in building a resilient sales machine that carries the entire company forward.

Sales directors have to think about the big picture in everything they’re doing while being aware of the day-to-day progress. Some questions to ask this high-level role:

• What’s your view on sales tools and technology enabling sales? In which ones would you invest budget and time?
• How do you drive change in the organization? What if the company pivoted in a direction and sales had to adapt? What would be your plan?
• Given what you know about our company, how big of a sales team do you think we need?
• Which functions are you going to build relationships with? How are you going to drive cross-functional support for sales?
• How should sales and marketing / account management /customer success work together?

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Hiring sales team members

Beyond asking popular sales interview questions and using common interview techniques, there are other aspects of a candidate’s work style to look out for. Figuring out what kind of a team player your candidate is should be at the top of your list.

Hiring managers shouldn’t just look for individuals who can confidently sell your product or service alone. They’ll be part of a sales team —a group of people that works towards big-picture, long-term goals for the benefit of the entire company.

An individual sales rep might come across as very skilled at their job: their past sales performance might be out of this world and they can sell literally anything to anyone.

But what happens when this sales rep doesn’t work well with others?

The rest of your sales team might become unmotivated around that team member or even frustrated about the lack of team spirit.

And if your team has been collaborative and productive up to this point, you will suddenly have a group of sales reps that can’t work well together any longer, jeopardizing the entire business.

The traits of a team player in sales

Patrick Lencioni, a bestselling author on sales leadership and team management, covered this exact problem in his book “The Ideal Team Player: How to Recognize and Cultivate The Three Essential Virtues.”

In his book, he lays out three traits that companies need to test for in order to hire team players on a sales team. He even argues that these traits are more important than skills alone. They are:

• Humility. Team players don’t have big egos or concerns about status, they point out contributions of others and define success collectively and not individually.
• Hunger. Team players are always looking for more—more to learn, more responsibility and they are always thinking about the next step.
• Smarts. Team players have a great common sense of people, they ask good questions and deal effectively with others.

The key approach is to always look for all three traits of a team player. If there’s even one missing, that sales rep might throw off the entire team balance, productivity and even trust.

For example, if a sales rep is missing the humility trait, he or she will know how to get what they want, but they won’t mind if it’s at someone else’s expense. On the other hand, if they are missing the hunger to excel, they will easily slack at work—and potentially drag other reps down.

Filling the sales team gaps

Assessing gaps in your current sales team is another important aspect to keep in mind when interviewing for a new sales role. High-performing team players can do a lot more for your sales team than simply collaborating well, they could fill the gaps in skills that your current team is lacking.

Let’s say that your current sales reps aren’t the strongest in following up. They close sales easily (and quickly!) with highly responsive prospects, which helps them hit their targets each time, but their less responsive leads go completely cold quickly.

A new sales team member who is on top of their follow-up game can improve the atmosphere because:

• They will likely improve elements like pipeline velocity and deal conversion rate, thus making the team more successful
• They can help other team members cultivate that skill and become better sales representatives

It’s important for you to take the time to assess your team’s strengths and weaknesses against their individual and team goals, as well as the mission of your company.

The best way to do this is by speaking with each of your sales people individually to gain a deep understanding of areas your candidate might be particularly valuable.

This will also be a great opportunity for you to encourage improvement and learning, and plan future sales training events. Most successful sales teams are those that are always growing, so take this as a chance to not only bring your sales people closer, but also continually help them develop their skills.

How to find a great fit for your sales team

Here are some of the best ways interview tips to make sure your candidate has humility, hunger and smarts, and would quickly and easily get used to their new team.

Ensure you’re not interviewing in silos. An ideal interviewing situation should consist of is multiple separate interviews, where different interviewers get to debrief before a final chat with the candidate. Another option is doing a panel interview. Both of these allow the interviewers to discuss personality traits they’ve noticed and analyze various answers and behaviors from the candidate.

Interview in a relaxed team setting. For candidates that make it to a later stage of the interview process, you can place them in a working environment with peers, superiors and subordinates on a problem-solving task. Those with good interpersonal and collaborative skills will thrive in this environment and build a relationship with others quickly.

Ask sales interview questions that show their personality, not just their skills. Their sales skills might get them far in a sales process , but make sure to test how they interact with others. Some of the behavioral questions you can ask are:

• Can you be a good team player and disagree with your manager?
• How do you approach a situation if you don’t agree with how your team wants to solve a certain problem?
• What would you do if your sales results for the month are higher than anyone else’s, and you notice the team morale is down?

There are no perfect answers to these questions, but you can gauge the true intentions and the ability to empower others from your candidate’s response—both verbal and non-verbal. A good interviewer reads between the lines.

What to look for in a sales rep

In the previous section, we talked about what are typically considered soft skills, and have a lot to do with drive and interpersonal skills. Now, let’s look into traits that are more often called hard skills, which are considered more specific, defined and measurable and should definitely be covered by your common sales interview questions.

Even though sales roles can vary from entry-level positions through to account management and even executive positions, it’s crucial to look for these qualities in all potential salespeople , and identify their strengths and weaknesses.

• A full understanding of a sales cycle. An ideal candidate will have a deep knowledge of the actions necessary at each stage of the sales cycle and identify ways to shorten parts of the cycle to help the organization grow. Look for this skill by getting your candidate to walk you through a sales cycle of a hypothetical, or even your own, organization.
• Lead qualification. A sales team that gets lead qualification right is arguably the best team you can have. When lead qualification is well organized and managed, all your sales people will be more productive, follow up more successfully and win more revenue. Test this trait by getting your candidate to list questions they would use to qualify a lead for your company.
• Product and service knowledge. Asking about their knowledge of what they’ll be selling indicates how enthusiastic they’ll be throughout their sales conversations. Try a role-play conversation in which you are a potential customer with a specific issue your product can solve.
• High levels of organization. Taking a lead from early stages through to sales is a complex process. Look for this skill by asking how they manage their calendar on a weekly and daily basis, their emails, to-do lists, as well as which tools and techniques they use to keep track of their tasks.

The non-obvious traits of a top-performing sales rep

There are a few more things you should look for in your future sales staff that will make them an irreplaceable part of your sales machine.

• Problem-solving abilities. Problems will inevitably arise in your candidate’s role. To see if your candidate has this skill, you can ask them to describe their most stressful work situations in the past and how they handled them, how they deal with lack of information when it comes to problem solving, or about situations when they were asked to solve a problem in half the time than usual.
• Optimism. Failure and challenges are a regular part of sales. Ask them about the failures from their previous roles and the approach they used to deal with them.
• Coachability. The best sales reps are those that see their growth as an ongoing process. Even when they’re at the top of their game, they’re able to see areas they can improve and excel. Ask your candidate about their favorite ways to upskill and how frequently they do it.

The sure-fire way to verify a successful sales background

Here’s the problem with all these sales questions and skills you’re looking for: salespeople are usually well-prepared for them.

It’s in a salesperson’s nature to be prepared for various scenarios, so it’s trickier to get honest responses from sales candidates than for almost any other role.

Beyond the common sales interview questions, you can dig deeper by framing the question as sales performance in previous positions. But keep in mind that this is also something that can be, and often is, rehearsed.

However, you can get beyond that by asking further questions to get your candidate to clarify specifics.

Four best sales interview questions you could ask in order to differentiate the truth from good preparation are:

• Walk me through a time when you had a measurable impact on your sales team.
• Tell me about a time you exceeded your monthly or quarterly sales goals .
• What was your best month of sales in your previous role?
• Tell me about a sale you’ve almost lost, but managed to turn around and win.

The answer to any of these will almost always involve a number such as revenue, the number of sales, or a conversion rate.

Now take the time to unfold the story further. It’s easy to lay out figures, but it’s a lot harder to explain the process of achieving them.

Ask the following questions:

• How did you qualify leads during this period of exceeding your targets?
• What action do you think made the most impact when you achieved that?
• Were you able to reproduce similar results on another occasion?
• How did you identify the problem in the deal that you managed to turn around?

The deeper you go, the less prepared they’ll be, so you can be sure that they are describing their actual sales experiences and not reciting a rehearsed answer.

The experts favorite questions and answers

Jonathan Angelov

Co-founder and VP Sales, Aircall .

“Sell me Aircall like I am a guy you are cold calling.”

Why ask for this?

“As I am usually the last person they see in the interview process they usually feel quite confident about their knowledge about Aircall. “They are mostly making the same mistake, unfortunately. They start their pitch without asking me any questions. They are just talking and talking. I call this the stress talk effect: you don’t listen, you talk. “Selling is not about talking but it is about listening. They often get confused because they have learned what Aircall is doing, and then I ask them, ‘wait, do you know who you have on the phone? What is his business and how do you know it is relevant to him?’ “It is very important to me that candidates understand that selling is not just pushing the person to buy, but it is listening to them and making sure that you are selling the right product to the right person. I am usually quite tough on them when they fail, so they understand that they still have a lot to learn. The good news is that we are here to help them.”

Francis Brero

Co-founder and CRO Madkudu .

1. “What was your biggest challenge in your previous role?” 2. “What would you need to close your first deal with MadKudu?”

Why ask these questions? “The reason behind the first question is to look for what I call the ‘victim syndrome.’ If the candidate talks about everything they didn’t have to succeed, this raises a big red flag. We look for people who see opportunities rather than challenges. “The second question helps us understand how the rep operates, how much support they look for and what they need to sell.”

Stan Massueras

Director, Sales EMEA, Intercom .

“Who are the companies that you truly admire and why?”

Why ask this question? “I love to ask this question to understand how passionate a candidate is about technology and entrepreneurship. It doesn’t really matter which companies are mentioned by the candidate (there is no perfect answer to this question). I simply use this question to evaluate if the candidate can speak with passion, authenticity and energy about the values and the mission of the company she/he admires. “Why? I can teach sales techniques to a sales rep but I can not teach them passion.”

Julia Pimsleur

Founder, Million Dollar Women.

“What about our organization aligns with your personal values?”

Why ask this question? “You need to find a passionate, committed professional who wants to grow with your brand. This question also shows you how deeply the candidate has researched and analyzed the role in preparation for the interview.”

Co-founder and CEO, Teamscope .

1. “Tell me about your past track record.” 2. “What’s the most challenging goal you have set for yourself recently?”

Why ask these questions? “The principles of conducting a good interview are actually more straightforward than you might think. “Ask specific questions about past performance or behavior, look for facts rather than opinions and assumptions and avoid ‘clever’ questions and brain teasers. “In the case of an experienced sales manager, simply ask ‘Tell me about your past track record’ and follow up with questions like ‘How did you set the sales targets ? How did you perform against those targets? When your team missed your targets, what did you do differently the next month?’ “To dig deeper, you might ask, ‘Tell me about the most challenging deal that you have closed?’ or ‘Tell me about the deal that you are most proud of?’ and again, follow up with questions that help you understand the specific situation, action, and outcome. “In case of candidates that don’t have a long track record in sales, look for behaviors that indicate they have the potential and drive to do the job. For sales, being self-motivated, tenacious, and organized is strongly correlated with performance, so ask questions like:

• What’s the most challenging goal you have set for yourself recently?
• Why did you want to achieve that?
• What did you do to reach your goal?
• How did you monitor your progress?

“Look for characteristics that are actually required in that specific sales process—if it’s not a direct door-to-door sales job, then being gregarious, cheerful and outgoing is actually not that relevant (so don’t judge based on the first impression or interview performance), but being organized and self-motivated definitely is.”

Alexander Theuma

Founder, SaaStock .

“If we spoke to your current/former bosses, how would they rate you on a scale of one to ten?”

Why ask this question? “I’m looking for an answer of nine or ten—a salesperson needs to be confident in their abilities and themselves. If anyone gives below a nine, I question whether they really believe they are/can be exceptional and an A player.”

Jakob Thusgaard

Founder and CEO, Yoursales .

1. “What is your working method?” 2. “Name a few of the tools you work with.”

Why ask these questions? “If they don’t name a method they’ll have challenges. If they can’t name any tools, I know they’ll have a problem—particularly in a sales environment. “Successful sales is getting the right combination of people, processes and tools to fit with the way your offering is best sold. People with an understanding of processes and tools make this easier. They are the real professionals. The rest is just pretending.”

Patrik Juranek

Director, Prague, Startup Grind .

1. “What are your values?” 2. “What business case will you acquire within one month?” 3. “What is your biggest sales success story and why?”

Guillaume Moubeche

Ceo, Lemlist .

“When do you stop following up on a potential customer?”

Why ask this question? “Depending on the answer, it can really help the person stand out. Someone who replies ‘I’ll never stop following up’ would be wrong in my opinion. Sales is much more complex than having someone super pushy that never gives up. “On the other hand, answering ‘it would really depend on the company culture and the branding of the company’ would really show that this person cares about the marketing team and the company. And when you see how sales and marketing often struggle to work together this is definitely a good point! Another good answer could be: ‘it depends on the stage of the lead.’ This would show that the person already has some knowledge of the sales funnel .”

Marc Wayshak

Best-selling sales author .

1. “What do you know about our company?” 2. “What do you know about me?”

Why ask these questions? “Any salesperson should have done extensive research before the job interview, just as you will want them to do before any prospect opportunity. This will let you know if they’ve done their homework or if they are just winging it. If they don’t know anything insightful about your company or you, then they are not someone you want to hire. Period. Ask this question at the very beginning of your first phone interview with the candidate.”

Andy Lambert

Co-founder, ContentCal .

“Name me one deal/situation where you failed/didn’t win and what did you learn from this?

Why ask this question? “Objections and rejections in sales are one of the only certainties of the job. The best sales professionals plan to manage failure and develop strategies to bounce back fast after missing targets .”

Jaako Paalanen

Chief Revenue Officer, Leadfeeder .

“Explain the steps you would take in your sales process from the beginning to the end.”

Why ask for this? “This question is great in so many different ways. First of all, it reveals how much of a numbers person they are. Do they know how many calls would they need to do to reach X, explaining how they would do it? What’s the tactic? “The question is pretty open-ended so it leaves room for improvisation and really showing you can understand sales and have an idea of how to do it. This is especially important in our organization at Leadfeeder , being a remote team where employees need to be real self-starters.”

MD, Spartan Retail Group .

“Tell me about a time when you helped a colleague achieve their objective. Explain what you did, how you did it, what was the outcome and why you did it.”

Why ask this question? “I want to know if they believe a salesperson’s income is entirely within their own control. You want team players. I’d look to give them specific scenarios and ask them to explain what they would do in a position that demands teamwork or collaboration. Ask them how they would manage and why they would manage this situation in this way.”

Sales interview questions and answers summed up

As you hire for sales positions in your company, remember you’re not just hiring people that will help you sell more. Your new sales staff should become part of a group that’s productive, cohesive and complete thanks to the diverse range of skills, both soft and hard.

Ensure that they’re deeply knowledgeable about the responsibilities ahead of them in the role, the type of prospects they will be working with and the quirks of your specific market. More than that, you want them to be open to ongoing learning to help keep your company ahead of the competition.

Create a set of sales interview questions that will uncover their excitement, motivations and past experiences, and the way these will fit into the nature of their sales role.

We’ve created a customizable interview preparation guide you can download here and use it for your very next sales interview.

Happy hiring!

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The Best Free Business Plan Template For Individual Sales Reps

Published: August 14, 2023

Working in sales is challenging at times, and after a while, you may begin to feel fatigued or experience low motivation. Drafting a strategy using a sales business plan template can be just the thing to help refocus your goals.

As a sales rep or account executive , a business plan requires you to think about your efforts from a high level. Who are you targeting? What are your performance goals? How do you plan to achieve them? Not only will a high-level view of your audience and goals help you meet and exceed them, but it might even help you climb the sales career ladder .

Next, I'll share the key elements of a sales business plan as well as provide templates to help get you started.

Sales Business Plan Layout

Free business plan template, the sales plan.

• Individual Business Plan Examples
• High-Level Review
• Tactics and Actions
• Key Performance Indicators (KPIs)
• Sales and Marketing Alignment
• Obstacles to Success
• Personal and Professional Development

Fill out this form to access your template.

Before writing your plan, doing a bit of work prior to getting started with a template will help you better organize the information you'll need to include. Here's a roadmap to help you brainstorm:

The essential document for starting a business -- custom built for your needs.

• Outline your idea.
• Pitch to investors.
• Secure funding.
• Get to work!

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You're all set!

Click this link to access this resource at any time.

I’ve found it easiest to start with the end in mind and work backward from there. Naturally, your goals will include your company’s expectations (i.e., quota), but why not go even further?

Be more specific. What do you want to achieve?

A promotion? A certain level of income? A certain number of conversions per month? X number of new clients acquired over the year? How about increasing your average deal size? Whatever it is, put it down in writing and build a plan to get yourself there.

It’s powerful to write down our goals. One year, I decided to write five goals on the whiteboard in my office. At year-end, I had hit four of them, including finally buying the classic car I have had my eye on for 30 years.

2. High-Level Review

Got your goals on hand? Great. Now take a few minutes to ponder the strategies you pursued previously. Which ones worked well and made sense to incorporate again this year? And which didn’t work at all and either need to be adjusted or scrapped altogether?

This review will be your guidepost as you create a strategy and action plan. Be honest with yourself during this reflection. Consider asking for feedback from managers, peers, and clients. You might even seek feedback from prospects who didn’t end up buying from you. What can you do better? Was there anything about your sales tactics that put them off ? Why did they choose a competitor over you?

If this all sounds vague, take a numbers approach to this review. Instead of reviewing your sales strategies , review how your numbers fared throughout the year — revenue generated, number of meetings, number of proposals, number of demos, close rate, and so on. (Your review will be even more telling and powerful if you combine that qualitative review with a quantitative one.)

3. A Strategy

Once you have articulated what you want to achieve, here are the next logical questions to ask:

• How will you do better to reach your goals?
• What new markets will you approach?
• Which customers and prospects will you target?
• How will you frame the sales conversation or sharpen your sales story?
• What new things will you try on the phone, online, or face-to-face?

See that review that we did in that last step? This is where it’ll come in handy. Having a clear idea of what worked and what didn’t will tell you what you should keep or remove from your new strategy. For example, if last year you sent follow-up emails three days after a demo, you could try sending follow-up emails two days this time. This is one of the tactics you could use.

That brings me to my next point. After creating a strategy, it’s time to come up with some tactics and take action.

4. Tactics and Actions

This section is critical because sales is a verb (it may not be in the dictionary, but in my book, it is).

The most well-intentioned goals and the soundest strategies mean nothing if you don’t know what steps to take to achieve them. So for this section of your plan, ask yourself, "What activities am I going to commit to?"

For example, you’ll have X number of face-to-face conversations per month or make Y prospecting calls per week. Whatever the activities are, they should drive what ends up on your calendar on a daily or weekly basis.

Let's say your goal is to make more sales in a shorter time. Include the resources and tools you'll use to achieve that goal in your business plan. In this case, one option would be to use a CRM database to help you keep track of your prospects and eliminate manual data entry (e.g., logging emails and calls), ultimately increasing your efficiency.

5. Key Performance Indicators (KPIs)

Action is action, but if there’s no way to measure its success, you won’t know what worked and what didn’t. You’ll therefore want to put metrics in place to monitor your progress. I recommend setting target numbers for the following KPIs:

• Raw number of deals closed
• Close ratio
• Revenue per account
• Customer retention rate
• Calls and emails
• Quotes or proposals

Remember, set a target number for each of these metrics. That way, you have something to reach toward. You can manually keep track of this information or use dedicated sales software . Or you can ask your manager to give you the performance data.

6. Sales and Marketing Alignment

You know what you want to do, how you’re going to do it, and which metrics you want to track. As you carry out your strategy, be sure to align your efforts with the efforts of your company’s marketing team.

Aligning your sales plan with a whole other department may sound over-the-top, but hear me out: sales teams depend on marketing teams to deliver leads. Even when you’re prospecting, marketing has likely identified the types of companies — and the best job titles — you should use for outreach.

When those leads get to your desk, it’s time to sell to them in a way that continues the nurturing process that marketing started. Say the lead was acquired when they downloaded an ebook on how to improve their productivity. When that lead gets assigned to you, propose your company’s product as a solution. Don’t try to sell it as if you don’t know the person and why they’re there.

It’s helpful to have a CRM that keeps track of your leads’ marketing-related activity. That way, you know which pages they’ve visited, what they’ve downloaded, and whether they’ve reached out to your company before. When carrying out your sales strategy, do so in a way that can fulfill the promises extended by marketing. Take a look at the content on your website, your company’s slogan, and your buyer personas . Use this information to create the perfect pitch.

After, connect with the marketing team to let them know whether that was a good lead or whether the buyer personas and the content on the website need adjustment. If your team does not meet regularly with marketing, bring the issue to your manager. Marketing and sales alignment is critical for your plan’s success.

But there are other obstacles to look out for, too — and you must have them.

7. Obstacles to Success

This is a unique addition I haven’t seen in many plans, but I think it’s an important component. This is where you lay out what could prevent you from reaching your goals and highlight areas where you might need some help. The truth is that you likely know what will get in the way of your success. So instead of using these obstacles as excuses later, point them out at the beginning.

Think carefully: What obstacles will keep you from succeeding?

Do you need new tools or different technology? More flexibility? Better internal support? Put it down in writing now. That way, when you present your plan to your manager (and I strongly encourage you to present your plan to your manager and maybe even a few peers), you give them a chance to support you.

They can either remove the obstacle or tell you it can't be removed in the short term. Either way, it’s in your best interest to declare these potential pitfalls now so that they’re not excuses down the road.

8. Personal and Professional Development

This is another important aspect of the business plan that's often overlooked. I regularly see salespeople fail because they’ve stopped learning and growing.

Many have become stale. Others are bored and ineffective from deploying the same techniques year after year. You wouldn’t go to a doctor that didn’t read medical journals and was treating patients with the same protocol he used twenty years ago, would you?

So commit to growing as a sales professional this year. What are you going to do to grow in your career?

What conferences are you going to attend? Which books are you going to read? Which sales blogs will you follow?

Now, once you have the layout for your sales business plan solidified, you must do two things:

• Get it down on paper - You’re more likely to achieve goals if you write them down. Just trust me on that.
• Get more specific - Using an actual business plan template can prompt you to think deeper about your motivation and action plan.

Below is a free business plan template you can use to get started.

Start building your business plan with this free template.

Featured Resource: Free Business Plan Template

Click Here to Download the Template

Your goal is to think like a business. I’ll teach you how to adapt each section of this general business plan to fit your role as a sales representative.

Business Plan Sections Explained

1. the business opportunity.

The business opportunity is an overview of why you’re doing what you’re doing, who you’re doing it for, and what you hope to achieve. Include your mission statement as a sales representative and why you’re working with the leads and accounts you chose.

In a typical business plan, this section is called an executive summary and highlights the most crucial information for readers. This means you can get creative and inspirational with it, summarizing the information that will motivate you most.

2. Company Description

The company description can refer to the organization(s) you sell for, or you can consider yourself the business being described. Because this is a personal document, choose the format that will most benefit you.

Keep in mind that there are a few elements to include in this section:

3. Company Purpose

This is a short description of the business, providing a high-level overview of who they are, what they offer, and who they offer it to. You might consider creating multiple purposes if you sell on behalf of more than one organization or outlining your purpose as a salesperson.

4. Mission Statement

A mission statement is a formal summary of the aims and values of an organization. If you’re making multiple company descriptions, include one for each organization. You can also include a personal mission statement for why you’ve chosen this organization and how you plan to support their success.

For example, say I’m a sales rep for an editorial company. My mission statement might be “to reach out to writers suffering from imposter syndrome and encourage them to consider editorial help so they can publish with confidence … and inspire future writers who dream of doing the same.”

5. Core Values

Use the core values for the organization(s) you work for, why you chose them, and how they will manifest in your interactions with prospects. For example, HubSpot’s values are humility, empathy, adaptability, remarkableness, and transparency.

If your organization doesn’t have clear core values defined, feel free to come up with your own that will serve as your modus operandi. Three to five values are what you want to have.

6. Product & Service Lines

This section will include:

• Product or service offerings - What are the lines you’re trying to sell, and what functionality does each have?
• Pricing model - How much does each product or service cost prospects, how much commission do you make for each sale, and what parameters do you have for discounts or special deals?

Outline this information in an easy-to-scan table.

In a typical business plan, this would manifest as an overview of the company and all the key leadership roles. However, the most relevant information could be key contacts at your company or companies you sell to, including your sales and marketing contacts (if applicable). If you’re filling out the template to create your sales plan, you’d simply include yourself.

8. Industry Analysis

In this section, you’ll take a look at the state of the industry, including your company’s competitors and your prospect’s competitors. You’ll ask:

• Is the market in growth or decline?
• Who are your competitors?
• What edge do they have over your product?
• How can you get your prospects to buy into the product you’re selling instead?

Your sales manager might already have answers for you or relay new information as it becomes available.

If you’re filling out a business plan to understand your prospects, you’ll want to answer similar questions:

• Who are their competitors?
• What challenges are they looking to solve?
• Is their industry in decline, and if so, can your product help them grow during this decline?

9. Target Market

This will manifest in your business plan as an overview or outline of whom you’re targeting, including general demographics and psychographics. You might want to include:

• Business title
• Location and language
• Pains or problems they're looking to solve

Consider consolidating this information and creating dedicated buyer personas .

10. Buyer Personas

Buyer personas are fictional representations of individuals within your target market. The best practice is to create a buyer persona for each “type” of customer you serve. You can do so using HubSpot’s Make My Persona tool and exporting the information into your business plan.

If you’re filling out the template for a prospect, come up with a buyer persona for the target audience they serve.

11. Location Analysis

Where is the geographic location of your target market? Explain why you’ve chosen the location and the benefits of it. Do the same for your prospects and customers if you’re using the template for them.

Here’s a template you can use:

[Organization name] serves [Location] because [reason]. We found that one of the key drivers of a successful acquisition is [key element], which means our target buyers tend to be in [more specific location descriptor]. We plan to tap into this market by [method].

This might manifest as something like:

“Editorial Company serves authors throughout the United States because editorial work can be done online with virtual meetings and file sharing. We found that one of the key drivers of a successful acquisition is participation in online writing groups, which means our target buyers tend to be active in social media circles. We plan to tap into this market with inbound marketing.”

12. Implementation Timeline

In this section, a business typically specifies how long it will take for its operation to be up and running. They take logistics, partnerships, and other operational elements into account. For your sales plan, you might specify an implementation timeline for various checkpoints, including software adoption, sales-marketing meetings, and more.

Say you told your sales manager you need sales software to keep track of the KPIs you identified earlier. You should take into account the time it will take for that CRM to be purchased and distributed to your team.

If you’re filling out the template to understand a prospect, consider laying out a timeline that specifies when they’ll buy the product, when you’re to follow up with them, and so on.

13. Marketing Plan

If your organization is an inbound sales organization with a marketing department, you might include your marketing and sales service-level agreement (SLA) in this section.

On the other hand, if you’re responsible for cold outreach and prospecting, this section might be helpful to complete on your own. The elements you’ll need to consider are:

Positioning Strategy

• How is this product or service unique and unbeatable compared to its competitors?
• Why are potential buyers going to be interested in the product or service?
• How will you address the buyer persona’s biggest challenges and goals?

Acquisition Channels

• What are your main lead acquisition channels (e.g., search engine marketing, event marketing, blogging, paid advertising, etc.)?
• What do you plan to prioritize this year for lead acquisition?

Tools and Technology

• What tools or systems are you equipped with (e.g., Content Hub , marketing automation software , etc.)?

14. Financial Considerations and Funding Required

This section is likely more suited for sales reps who are commission-only. You’ll want to consider how much financial collateral will be your responsibility as you sell for the organization. You’ll want to outline:

• Startup costs
• Sales forecasts
• When you'll break even
• Profit and loss projections

These things can be estimated and calculated in Excel and then imported into the template. There’s also a section on the funding required, but you won’t need to fill it out as an individual sales representative. And since your prospects have already secured funding or are established firms, you won’t need to fill this out to understand their business.

Now, finally, we’ve reached the sales plan. This will be done in a separate worksheet — a Google Doc or Word document that you can continue to edit as you evolve in your sales role. You will likely be able to draw on your experience to outline the following:

Sales Methodology

• How will you reach and engage with new leads?
• Are you pursuing an inbound or outbound sales strategy?
• Why does your prospecting strategy make sense for your business?

Sales Organization Structure

• Who do you report to within the organization?
• Is there a marketing department and existing SLA between the departments?
• How are leads qualified?

Sales Channels

• What are your main customer acquisition channels (e.g., online purchasing, through a rep, on location, via email, etc.)?
• What tools or systems are you equipped with (e.g., Content Hub , live chat , etc.)?

We've covered the different parts of a sales reps' business plan, but what does one of these plans actually look like? Here are five amazing examples of individual business plans for sales reps.

Individual Business Plan Examples for Sales Reps

1. individual development plan.

Image Source

An individual development plan (IDP) is a document that you would make to identify your goals and objectives to your employer. After identifying your goals, ensure that your objectives follow the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goal framework. Lastly, for each action, assign a target date. While it does not need to be a specific day of the year, set your timeline by quarters of the year — as seen in the above example.

In addition to the long-term and short-term goals that the above example from Simplicable demonstrates, the resources required section is another useful component of the individual development plan. It directly informs your employer that you require support to achieve the goals and objectives that will ultimately benefit the entire company.

2. Medical Sales Business Plan

Automotive sales business plans are slightly more challenging than other business plans because there are a lot of factors to consider. When building your plan, you need to start with an analysis. It includes an analysis of your company, industry, customers, and competitors.

Once you have included in-depth analysis, focus on demonstrating your ideas with the four Ps of marketing . The four Ps of marketing are product, price, place, and promotion.

First, outline your focus products. Second, discuss price. You can include current pricing and any proposed changes. Further analysis would include how these prices stack up against competitors and how they affect your customers.

Third, concentrate on your location. This information should detail how your location either adds or decreases traffic and propose solutions for the latter. Lastly, recommend promotions. In the automotive industry, customers are always looking for the best deal.

You also have to be very visible with your marketing. Possibly one of the most important sections of your automotive sales business template, include a detailed course of action for promotional ideas and plans.

4. Territory Business Plan

A territory business plan should cover your sales territory. Historically, sales territory is the division of geographical regions for assignments to sales representatives. These representatives are responsible for all customers or clients within that area. This template from Slide Team is for convenience stores, but it can be adapted to suit your business type.

Now, industry, sales potential, and customer type affect territory business planning. An example of customer type is focusing your territory planning on individuals with the same median income. Instead of using geography, this alternative can lead to more strategic success.

When creating a territory business plan, you want to start by analyzing your business goals and objectives. As you build your plan, include an analysis of your prospects and a SWOT analysis . It’s a planning technique that identifies strengths, weaknesses, opportunities, and threats. This information will allow you to propose strategies for sales territories and devise an action plan.

5. Quarterly Business Plan

Creating a business plan for an entire year can be too complex. By separating the year into quarters, you can make your business strategy more actionable. Quarterly business planning is when you set goals and objectives and measure performance after each quarter. Typically, the year segments into Quarter 1 (January 1 to March 31), Quarter 2 (April 1 to June 30), Quarter 3 (July 1 to September 30), and Quarter 4 (October 1 to December 31).

Quarterly business planning focuses on short-term goals that ultimately help fulfill any long-term goals. Your quarterly business plan should include your focus areas, metrics for determining success, and your action plan.

Crush Your Sales Goals with a Business and Sales Plan

With the plan I’ve shared, you'll be prepared to take on any goal or challenge in your career. Consider it a gift to yourself that keeps on giving. Use your plan like a living document, review it weekly, and make tweaks as necessary along the way. Let it dictate what makes it onto your calendar. At year-end, you will be amazed at what you accomplished and thankful you invested the time to do this now.

Editor's note: This post was originally published in May 2020 and has been updated for comprehensiveness.

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20 Sales Interview Questions and Answers

Common Sales interview questions, how to answer them, and sample answers from a certified career coach.

Landing a sales job is an exciting opportunity—but it’s also a big challenge. After all, you have to prove that you can close deals and hit your targets during the interview process.

The key to success in a sales job interview? Knowing what kind of questions you might be asked and how best to answer them. To help you prepare, we’ve rounded up some of the most common sales interview questions—along with advice on how to answer each one. So read on, and get ready to ace your next job interview!

• What strategies do you use to identify and qualify potential customers?
• Describe a time when you successfully closed a sale with a difficult customer.
• How do you handle objections from prospects during the sales process?
• Explain your understanding of the different types of sales techniques (e.g. consultative, solution-based, etc.).
• Are you comfortable cold calling to attract new clients?
• Tell me about a time when you had to collaborate with other departments in order to close a sale.
• What metrics do you use to measure business goals?
• How do you stay informed about industry trends and developments in order to make informed decisions as a Salesperson?
• Provide an example of a successful sales initiative you have led in the past.
• When faced with a difficult customer, how do you handle it?
• We want to improve our sales process. What experience do you have with process improvement?
• Describe your experience with developing and implementing employee training programs for sales teams.
• Which type of customer do you find the most challenging to sell to?
• There is a company culture change, what would be your approach to aligning the sales team with the new culture?
• When dealing with a crisis, how do you manage customer communication and expectations?
• How do you ensure that the company’s values and mission are reflected in its day-to-day operations?
• How do you evaluate and select potential new sales representatives?
• How do you prioritize tasks when there is not enough time or resources to complete everything?
• What strategies do you use to set up an ergonomic desk space so you can comfortably and efficiently work on sales calls?
• How often do you perform audits in your current role?

1. What strategies do you use to identify and qualify potential customers?

Salespersons need to be able to identify and qualify potential customers quickly and accurately in order to close deals and hit their sales targets. By asking this question, the interviewer is gauging your ability to understand the customer’s needs, prioritize leads, and create a sales plan that maximizes revenue.

How to Answer:

Your answer should demonstrate that you understand the process of customer identification and qualification. Talk about how you use data to identify potential customers, such as researching target demographics or analyzing past sales trends. You can also discuss your strategies for qualifying leads, such as conducting interviews with prospects or using surveys to gauge interest in a product or service. Finally, explain how you prioritize leads based on the data collected and focus your efforts on those most likely to close.

Example: “I use a combination of data-driven and qualitative methods to identify and qualify potential customers. I start by researching target demographics and analyzing past sales trends, then I use these insights to create a list of qualified leads. From there, I conduct interviews with prospects to gain further insight into their needs and determine the best way to approach them. Finally, I prioritize my leads based on their likelihood of closing and focus my efforts on those most likely to be successful.”

2. Describe a time when you successfully closed a sale with a difficult customer.

Selling is all about overcoming objections and closing the deal. If you can show that you have experience doing this, it will demonstrate your ability to be successful in the role. Interviewers want to know that you understand how to handle objections and can identify the needs of the customer in order to successfully close the sale.

To answer this question, you should walk the interviewer through the steps that you took to close the sale. Start by explaining what the customer’s initial objection was and how you overcame it. Then explain how you identified their needs and tailored your solution to meet them. Finally, talk about what made the customer decide to purchase from you instead of a competitor. This will demonstrate your ability to think on your feet and show that you understand how to close sales.

Example: “I recently had a customer who was very hesitant to purchase our product. They had some valid concerns about the cost, so I worked with them to come up with an alternative payment plan that better fit their budget. I also offered additional services and discounts to sweeten the deal. Ultimately, we were able to reach an agreement and they ended up becoming one of our most loyal customers.”

3. How do you handle objections from prospects during the sales process?

Objections are a normal part of any sales process, but not everyone knows how to handle them. The interviewer is likely looking for evidence that you can think on your feet and come up with creative solutions to customer objections. They’ll want to know that you’re able to stay positive and still make the sale, no matter what kind of objections the customer has.

The best way to answer this question is to provide an example from your own experience. Talk about a time when you encountered an objection during the sales process and how you overcame it. Show that you’re able to think on your feet by coming up with creative solutions, being flexible in negotiating, and staying positive throughout the conversation. Demonstrate that you understand the customer’s needs and are willing to work with them to find a solution that works for both parties.

Example: “Recently, I was working with a prospect who had an objection to our pricing. To address their concerns, I worked with them to customize the package to fit within their budget by adjusting the number of services included in the plan and offering monthly payment options. In the end, they were happy with the solution and decided to move forward with the sale. By staying positive and being creative in my approach, I was able to turn what could have been a lost sale into a successful one.”

4. Explain your understanding of the different types of sales techniques (e.g. consultative, solution-based, etc.).

In sales, there are different approaches that can be taken when dealing with customers. The most successful salespeople are able to recognize which techniques are most effective for different types of customers and tailor their approach accordingly. By asking you to explain your understanding of various sales techniques, the interviewer is looking to gain a better understanding of whether you have the knowledge and experience needed to successfully close deals.

Start by explaining the different types of sales techniques that you are familiar with. For example, consultative selling focuses on building relationships and understanding customer needs before making a sale, while solution-based selling involves presenting solutions to customer problems. After discussing the various types of sales techniques, explain how you have used them in the past. Provide examples of successful deals that you closed using these techniques and discuss what made them so effective. Finally, mention any additional training or experience that has helped you become an even better salesperson.

Example: “I’m well-versed in different types of sales techniques, including consultative selling, solution-based selling and value-based selling. I’ve successfully used each of these approaches to close deals with various types of customers. For example, when working with a large corporate client, I used my knowledge of the company’s needs to create a tailored solution that addressed their specific goals. This resulted in a successful sale for both parties. In addition to my experience, I have also completed training courses on negotiation strategies and customer service, which has helped me become a more effective salesperson.”

5. Are you comfortable cold calling to attract new clients?

Cold calling is an important part of sales and a key way to attract new clients. The interviewer wants to know if you’re comfortable reaching out to potential customers and engaging in conversations about your product or service. They want to make sure you understand the importance of cultivating relationships and know how to handle rejection and objections.

Be honest with your answer and provide specific examples of times you’ve cold called in the past. Talk about how you prepare for calls, what strategies you use to engage with potential customers, and how you handle rejection or objections. Show that you understand the importance of building relationships and are willing to put in the effort to make those connections.

Example: “I am very comfortable with cold calling. I have done it many times in the past and understand that it’s an important part of sales. Before making a call, I always do research on the company so I can tailor my pitch to their needs. When talking to potential customers, I focus on building relationships by asking questions, listening carefully, and presenting solutions tailored to their individual situation. If I get rejected or encounter objections, I remain professional and politely ask for more information so I can better understand their needs.”

6. Tell me about a time when you had to collaborate with other departments in order to close a sale.

Sales isn’t just about convincing a customer to buy a product — it’s about understanding the customer’s needs, working with other departments to meet those needs, and closing the sale. This question gives the interviewer an idea of how well you collaborate with other departments to get the job done. It also shows that you understand the importance of teamwork in the sales process.

Talk about a specific experience in which you had to work with other departments to close a sale. Describe the situation, what your role was, and how you collaborated with other departments to get the job done. Be sure to focus on the positive outcome of the collaboration — for example, if you were able to close the sale or increase customer satisfaction. You can also discuss any lessons you learned from this experience that have helped you become a better salesperson.

Example: “I once had a customer who wanted to purchase our software but they also wanted custom features that weren’t available in the product. I worked with the engineering team to create a customized version of the software and was able to close the sale. This experience taught me the importance of collaboration between departments when it comes to sales, as well as how to better understand customer needs and develop solutions that meet their requirements.”

7. What metrics do you use to measure business goals?

This question is meant to see how well you understand the metrics that are important to the success of your role and the company as a whole. It’s important to have a good understanding of how to measure success in the position you’re applying for, and this question can help the hiring manager assess your knowledge.

Before you answer this question, it’s important to do your research and understand which metrics are most important to the role. Some common metrics used in sales include cost per lead, close rate, average deal size, customer lifetime value, and more. Once you have a good understanding of these metrics, explain how you use them to measure success and meet business goals. Be sure to mention any successes or challenges you’ve faced while using these metrics.

Example: “I use a variety of metrics to measure success, depending on the goals. For example, I track customer lifetime value and cost per lead when trying to increase sales volume. When looking to improve customer satisfaction, I look at close rate, average deal size, net promoter score, and other types of feedback from customers. I also use my own personal metrics that I have developed over time to measure progress towards specific goals. My experience in sales has taught me how important it is to be able to measure success quickly and accurately, so I make sure to always stay up-to-date with the latest metrics.”

8. How do you stay informed about industry trends and developments in order to make informed decisions as a Salesperson?

Sales professionals are expected to be knowledgeable about their products, services, and industry. In order to make informed decisions and keep up with competitors, salespeople must be able to stay up-to-date on industry trends and developments. This question helps the interviewer assess your knowledge and ability to stay up-to-date on the latest industry news.

You should be prepared to discuss how you stay informed about industry trends and developments. For example, do you read relevant trade publications? Do you attend conferences or seminars? Are there any online resources that you use? Additionally, you can talk about how you share this information with your team and colleagues in order to make better decisions.

Example: “I stay informed of industry trends and developments by reading relevant trade publications and attending industry conferences and seminars. I also stay up-to-date on industry news by following key influencers on social media and subscribing to newsletters. I believe it’s important to share this information with my team and colleagues in order to make better decisions and stay competitive. I also make sure to stay in touch with other salespeople in my network to get their perspectives on the latest industry news.”

9. Provide an example of a successful sales initiative you have led in the past.

Interviewers will want to gauge your sales skills and ability to close deals. This question will allow you to showcase your successes and demonstrate your ability to lead and motivate a team. You should provide an example that illustrates your ability to build relationships, understand the customer’s needs, and close the sale.

Start by providing an overview of the initiative, including what it was, who you worked with, and why it was successful. Then, provide specific details about how you led the initiative. Include any challenges you faced, how you overcame them, and the results of your efforts. Finally, explain what you learned from this experience and how it has shaped your approach to sales.

Example: “At my previous job, I was tasked with leading a sales initiative to increase revenue for our product line. I worked with a team of four sales reps and developed a strategy that involved understanding the customer’s needs, providing tailored solutions, and building relationships. We faced some challenges with customers who were resistant to change, but I was able to effectively communicate the benefits of our product and demonstrate how it would be a good fit for their business. Ultimately, we were able to increase revenue by 20% in the first quarter and maintain that level of growth for the remainder of the year. This experience taught me the importance of understanding the customer’s needs, building relationships, and being able to effectively communicate the value of our product. It has shaped my approach to sales and I’m confident that I can bring that same level of success to your team.”

10. When faced with a difficult customer, how do you handle it?

Sales reps need to be able to handle difficult customers and situations. They must be able to think on their feet and come up with creative solutions that will satisfy the customer while still making the sale. This question will give the interviewer a good idea of how you handle difficult situations and if you can think on your feet.

Start by talking about how you prioritize customer satisfaction. Explain that your goal is to make sure the customer feels heard and respected, even if you can’t give them what they want. Then talk about some of the strategies you use when faced with a difficult customer. Examples could include offering incentives or discounts, listening carefully to their concerns, or suggesting alternate solutions. Finally, explain how you would follow up after the situation has been resolved in order to ensure customer loyalty.

Example: “When faced with a difficult customer, I always prioritize customer satisfaction. My goal is to make sure the customer feels heard and respected, even if I can’t give them what they want. To do this, I listen carefully to their concerns and try to offer solutions that will meet their needs. I also offer incentives or discounts when appropriate. After the situation has been resolved, I always follow up with the customer to make sure they’re satisfied and to ensure customer loyalty.”

11. We want to improve our sales process. What experience do you have with process improvement?

Sales processes can vary from company to company, but they are often the key to success in sales. The interviewer wants to know if you have experience in process improvement, and if so, what kind. They want to know if you have the skills to analyze a company’s current process, identify areas for improvement, and then implement those changes to maximize efficiency and effectiveness.

Start by talking about any experience you have in process improvement. If you don’t have direct experience, talk about how you would approach the task of improving a sales process. Discuss your ability to analyze data and identify areas for improvement, as well as your skill at implementing changes that will make the process more efficient and effective. Be sure to mention any specific tools or techniques you have used in the past or are familiar with. Finally, emphasize your commitment to continuous improvement and staying up-to-date on best practices in the industry.

Example: “I have extensive experience in process improvement, having worked on a number of projects to improve sales processes. I’m skilled at analyzing data and identifying areas for improvement, as well as implementing changes that will make processes more efficient and effective. I’m also familiar with a range of tools and techniques, such as Lean Six Sigma and Agile, that can be used to improve processes. Additionally, I’m committed to continuous improvement and staying up-to-date on best practices in the industry. I’m confident that my experience and skills can help you improve your sales process and achieve your desired results.”

12. Describe your experience with developing and implementing employee training programs for sales teams.

The ability to teach, train, and support sales teams is an important part of success in the sales industry. Knowing how to develop and implement employee training programs can be a great asset to a sales team. Interviewers may want to know that you understand how to create an effective program that will help employees learn the necessary skills and strategies, as well as how to measure success and adjust the program accordingly.

When answering this question, be sure to focus on your experience in developing and implementing employee training programs. Talk about the methods you used to create the program, such as researching best practices or gathering feedback from employees. Describe how you trained the team, for example by using presentations, role-playing scenarios, online courses, or other strategies. Finally, explain how you measure success of the program and adjust it accordingly. Show that you understand the importance of providing ongoing support and development for sales teams.

Example: “I have extensive experience in developing and implementing employee training programs for sales teams. I have created programs that are tailored to the specific needs of each team, based on research of best practices and feedback from employees. I have trained teams using both in-person and online methods, such as presentations, role-playing scenarios, and online courses. I have also monitored the success of the program, measured results, and adjusted it accordingly. I understand the importance of providing ongoing support and development for sales teams, and have the experience to back it up.”

13. Which type of customer do you find the most challenging to sell to?

Selling can be a difficult job, and a good salesperson needs to know how to handle different types of customers. This question allows the interviewer to get a sense of how you handle difficult conversations and how you might handle a customer who is resistant to the product or service you’re offering. It also allows you to show your understanding of different customer types and how to tailor your approach based on the customer.

Before you answer this question, think about the types of customers you’ve encountered in your past sales roles. You can then explain which type of customer is most challenging for you to sell to and why. For example, if you find it difficult to sell to price-sensitive customers, you might explain that you have trouble finding a balance between offering them value and staying within their budget constraints. It’s important to be honest but also show that you understand how to handle different types of customers.

Example: “I find that the most challenging type of customer to sell to is the price-sensitive one. I understand that these customers are looking for the best deal possible, but it can be difficult to strike a balance between offering them value and staying within their budget constraints. To handle this type of customer, I focus on demonstrating the value of my product or service and explaining how it can help them achieve their goals. I also make sure to understand their budget and work within their parameters to find a solution that works for both of us.”

14. There is a company culture change, what would be your approach to aligning the sales team with the new culture?

Changes in company culture can have a huge impact on sales performance, and it’s important for a salesperson to be able to recognize and respond to these changes in order to stay successful. An interviewer may ask this question to see if you have the ability to adjust to different situations, understand the motivations of the sales team, and find creative solutions to any problems that may arise.

You should start by outlining your approach to understanding the new culture. Show that you’re willing to take the time to learn about what the company is trying to achieve with the change and how it will affect the sales team. Then, talk about how you would bring the team together to discuss the changes and how they can be implemented. You should also mention any strategies you have for motivating the team to embrace the new culture and ensuring they are on board with the changes. Finally, emphasize your ability to lead the team through the transition and help them adjust to the new environment.

Example: “To align the sales team with the new company culture, I would first take the time to understand the change and its implications for the sales team. Then, I would bring the team together to discuss the changes and how they can be implemented. I would also design strategies to ensure that the team understands the importance of the new culture and is motivated to embrace it. I would lead the team through the transition and ensure that everyone is on board with the changes. I have the ability to recognize the strengths and weaknesses of the team, and I’m confident that I can help the sales team adjust to the new environment and remain successful.”

15. When dealing with a crisis, how do you manage customer communication and expectations?

Sales professionals must be able to manage customer expectations and communication during a crisis. They must be able to quickly assess the situation, develop a plan of action, and communicate that plan to customers. This question helps the interviewer gauge how well you can handle pressure and how you will respond to a difficult situation.

To answer this question, you can talk about how you have handled a similar situation in the past. If you don’t have any direct experience with a crisis, you can talk about how you would handle it. Start by outlining your plan of action: first, assess the situation and identify the root cause; second, develop an action plan to address the issue; third, communicate the plan to customers; fourth, keep customers updated on progress; and finally, follow up after the issue is resolved. Show that you are able to think quickly and take initiative during difficult situations.

Example: “When I’m dealing with a crisis, I take quick action to assess the situation and determine the root cause. I then develop an action plan to address the issue and communicate this plan to customers. I make sure that customers are kept in the loop on the progress of the issue and follow up with them after the issue is resolved. I’m proactive and take initiative during difficult situations, and I’m confident that I can handle any crisis that may arise in this role.”

16. How do you ensure that the company’s values and mission are reflected in its day-to-day operations?

Companies often have a mission statement that serves as a guide for the company’s goals and objectives. It’s important to demonstrate that you understand how to align your work with the company’s values and mission. This question helps uncover how well you understand the company’s goals and how you would use those goals to ensure success.

Start by talking about how you stay informed of the company’s mission and values. This could include reading up on the company’s website, attending meetings with executives or other employees, or even asking questions during interviews. Then discuss how you use those values to guide your day-to-day activities. For example, if the company emphasizes customer service, talk about how you prioritize customer satisfaction in all aspects of your work. Finally, emphasize any successes that you have had in aligning your work with the company’s mission and values.

Example: “I stay informed of the company’s mission and values by reading up on the company’s website and attending meetings with executives and other employees. I use this knowledge to make sure that I’m always working towards the company’s long-term goals. For example, if the company emphasizes customer service, I make sure that I prioritize customer satisfaction in all aspects of my work. I have been successful in this endeavor, as I have received several customer service awards for my work. I believe that it’s important to understand the company’s mission and values, as it helps to ensure that everyone is on the same page and working towards the same goals.”

17. How do you evaluate and select potential new sales representatives?

Sales representatives are the face of your company and the ones responsible for bringing in new business and meeting the company’s sales goals. It’s important for the interviewer to know that you have a process for selecting the right candidates for the job. This question allows you to showcase your knowledge of sales processes and qualifications, as well as your ability to evaluate potential candidates.

Start by talking about the criteria you use to evaluate potential sales representatives. This can include things like their experience in sales, communication skills, customer service abilities, and knowledge of the industry or product. Explain how you look for candidates who have a positive attitude, are motivated and driven, and have a proven track record of success. You should also discuss any tests or assessments you may use during the evaluation process, such as role-playing scenarios or aptitude tests. Finally, explain how you would use this information to decide which candidate is best suited for the job.

Example: “When evaluating potential sales representatives, I look for candidates who have a strong background in sales, excellent communication and customer service skills, and a deep understanding of the industry or product. I also look for candidates who demonstrate a positive attitude, are motivated, and have a track record of success. During the evaluation process, I use a combination of assessments, such as role-playing scenarios and aptitude tests, to get a better understanding of how the candidate would fit into the role. Based on the results of these tests, I am able to make an informed decision on which candidate is the best fit for the job.”

18. How do you prioritize tasks when there is not enough time or resources to complete everything?

Salespeople are often juggling multiple tasks and competing demands. With limited time and resources, it’s important for a potential hire to demonstrate that they can strategically prioritize tasks in order to maximize results. The interviewer is looking to understand how you prioritize tasks and manage competing demands.

Begin by talking about how you assess the urgency of each task and prioritize accordingly. Explain that you take into account both short-term and long-term goals when prioritizing tasks, as well as any deadlines or customer expectations. You can also mention any specific techniques you use to help prioritize tasks, such as creating a list of priorities or using project management tools like Trello or Asana. Finally, emphasize your ability to adjust plans quickly if needed, as well as your willingness to ask for help or delegate tasks when necessary.

Example: “When faced with limited time and resources, I always strive to prioritize tasks in a way that maximizes results. I begin by assessing the urgency of each task and then prioritize accordingly, taking into account any deadlines or customer expectations. To help me stay organized, I often create a list of priorities or use project management tools like Trello or Asana. I understand that plans can change quickly and that it’s sometimes necessary to ask for help or delegate tasks. My goal is always to make the most of the time and resources that I have available.”

19. What strategies do you use to set up an ergonomic desk space so you can comfortably and efficiently work on sales calls?

The ability to work comfortably and efficiently on sales calls is essential for success in this role. This question allows interviewers to evaluate your understanding of the importance of ergonomics, as well as your ability to think ahead and plan for the most comfortable and effective workspace.

The best way to answer this question is to walk the interviewer through your process step by step. Start with discussing the importance of ergonomics and how it can help you be more productive and comfortable on sales calls. Then, explain what steps you take to set up an ergonomic desk space, such as adjusting the height of your chair, positioning your monitor at eye level, and using a headset for hands-free communication. Finally, discuss any additional tools or accessories that you use to make sure you have the most comfortable workspace possible.

Example: “I believe that ergonomics is essential for successful sales calls because it helps me stay comfortable and focused for long periods of time. To create an ergonomic desk space, I start by adjusting the height of my chair so that my feet are flat on the floor and my knees are at a 90-degree angle. I then position my monitor at eye level, so I’m not straining my neck or back while looking at the screen. I also use a headset for hands-free communication, as it allows me to move around and use a mouse without having to hold a phone. Additionally, I make sure to take frequent breaks to stretch and move around, which helps me stay focused and productive.”

20. How often do you perform audits in your current role?

Audits are an important part of any sales position. They help you track your performance, identify areas for improvement, and ensure you’re staying within the boundaries of company policy. Interviewers want to make sure you’re aware of the importance of audits and that you’re already in the habit of conducting them regularly.

Talk about how often you audit your performance in your current role, and explain why it’s important to do so. You can also discuss any processes or tools that you use to help with the auditing process, such as tracking software or customer feedback surveys. Finally, talk about what you’ve learned from past audits and how you apply those lessons to your work today.

Example: “I currently perform audits on my sales performance every month. I use a combination of tracking software and customer feedback surveys to assess my performance in areas such as conversion rate, customer satisfaction, and average order value. I’ve found that this process helps me identify areas where I can improve, and it also serves as a great motivator to keep pushing myself to reach my goals. I’ve been able to use the insights I’ve gained from performing monthly audits to become more efficient and successful in my sales role.”

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How to create a business plan for a sales interview.

Sales jobs are entrepreneurial because you generate your own leads, solicit business and close sales all on your own. Your compensation is in the form of commission. When you interview for a sales job, be prepared to explain how you will produce sales and earn commissions.

State your mission and style. Will your performance be impressive because you can attract and service a large number of customers? Will you do more business because you educate your customers? Or is your charming personality and ability to sell your greatest asset?

Estimate how many sales you need to close in order to make an average month's commission income, and infer how many customer contacts that requires if you only sell to one out of every 10 customers.

Create a table projecting monthly sales goals, the number of transactions required to meet those goals, and explain how you plan to achieve those transactions.

Outline the details of your target customers and describe what makes them want to buy. What are the features and benefits of the product that will appeal to these target customers, and how will you attract them to do business with you?

Support your plan with examples from your previous sales experience. If you have no previous experience, explain why you feel you have a talent for sales.

• Make sure you present an assertive and proactive image. The sales manager is looking for someone who analyzes what actions must be taken in order to produce a certain level of sales, and how those sales can be steadily increased over time. Demonstrate that you know how to plan a strategic sales campaign and what you will change if your production does not live up to your plan's expectations.
• Remember that sales is a social science and not a wrestling match. Do not be obnoxious instead of determined. There is a difference. Sales managers are looking for professional sales reps who will improve the image of the company and make sales without generating complaint calls from the customers.

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• AllBusiness.com, Creating a powerful sales plan, by Dave Kahle
• Victoria Duff - see comment section
• Tips on creating a professional presentation

Victoria Duff specializes in entrepreneurial subjects, drawing on her experience as an acclaimed start-up facilitator, venture catalyst and investor relations manager. Since 1995 she has written many articles for e-zines and was a regular columnist for "Digital Coast Reporter" and "Developments Magazine." She holds a Bachelor of Arts in public administration from the University of California at Berkeley.

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