Well immersed in the business

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In this situation, I would recommend that the owner or commercial director manage the managers for some time, work with them as a sales manager to test the main processes in the department: scripts and sales scenarios, holding meetings and presentations with the target audience, etc.

When there is an understanding of who the afghanistan telegram number database company's target client is and what the conversion is, what problems and pains the product solves, then you can take the ROP, handing him this minimal system for further development. This is an ideal scenario, because the ROP does not need to spend time building a sales department from scratch, but can work with the existing base.

Another important point: a new ROP is not as where he has just started working. He needs about two to three months to study the product, the market, the target audience and its needs. At the same time, there is a chance that the new employee will “miss the mark” somewhere.

If the owner already has the skills of a ROP and understands the tasks of a person in this position, then he will quickly explain to the new manager all the nuances of the work so that he does not waste time studying them, but begins to perform his immediate duties.

My experience shows that 80% of sales managers are used to the fact that in a new company they already have a well-trodden sales track that needs to be improved, not rolled out from scratch. But if there is no such stable track, then finding a competent manager from the outside who will connect the target audience with the product and find a way to sell it in the shortest possible time can be difficult.
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