![]() Shanghai-based Ximalaya, which filed publicly for the U.S. The CAC and Ximalaya did not respond to requests for comment. It will make a final decision about the listing venue within the next two weeks, they added. The privately-owned company, backed by tech majors Tencent (0700.HK), Xiaomi (1810.HK), Baidu (9888.HK) as well as Sony Music Entertainment, is still in talks with the CAC, the sources said. Ximalaya, the country's top podcast and audio app operator which aimed to go public in New York as soon as this month, has recently been pushed by China's regulators, including the Cyberspace Administration of China (CAC), to withdraw the listing plans and go public in Hong Kong instead, they said. It’s been two and half years since I published my book, The Sales Acceleration Formula, and over a year since I left my job as Chief Revenue Officer at HubSpot.HONG KONG, May 28 (Reuters) - China is pressing the country's largest online audio platform Ximalaya to drop plans to list in the United States and go for Hong Kong instead, three people with knowledge of the matter said, showing how the authorities are seeking to further tighten their grip over private media and internet businesses. A lot has changed in that short time period, but two things are still true for sales teams: hiring great salespeople continues to be the most important activity, and there is still no single formula that every company can apply to the process. When I joined HubSpot in 2007, the company was a small startup with three people and a small office in Cambridge, Massachusetts. Within seven years, the company scaled to more than $100 million in revenue. ![]() One of the most essential parts of that journey was figuring out the process by which we hired salespeople. ![]() Every time I get up on stage to speak or meet with founders, they ask me the same question: What should I look for in a salesperson? As it turns out, this is a dangerous question, and I had to learn it the hard way. Some of the first reps that I hired at HubSpot were top performers at their last company. I wined and dined them, took them to ball games, and even convinced a few to join our small startup. Yet, some of those “sure bets” didn’t work out. I learned early on that each salesperson is gifted in what I refer to as a “sales context.” There are reps who can close dozens of deals a week in a transactional SMB environment, and then struggle to close a single enterprise deal. Some reps were born to sell to marketers, and others can hardly speak the same language as the VP of Marketing on the other end of the line. Similarly, every company has its own sales context. Some have sales cycles that last multiple quarters. When the unique strengths of the salesperson align with the company’s sales context, it is a beautiful thing. When they do not, it becomes an uphill battle.įortunately for sales managers, success (and failure) in sales is arguably the most quantifiable compared to other functions (e.g., product, HR, marketing, etc.). Key performance indicators (KPIs) vary by company, but ultimately customer lifetime value is what determines success for every rep and sales team. The question is how to hire the people that can accelerate healthy revenue and beat their quotas.Īt HubSpot, I spent many restless nights thinking about this question. ![]() Over the years I developed a process that helped us identify good candidates in the hiring process, evaluate them, and then feed that data back into the model. It was simple, but at times the insights that we gathered were counterintuitive. Below, I’ve shared that process in hopes of helping you build your own unique sales hiring process. Step 1: Establish a theory of the ideal sales characteristicsįirst, I listed the characteristics I thought would correlate with sales success. For each characteristic, I documented a clear definition. What did I mean by “intelligence?” What did it mean to be “aggressive?” My intention was to score each candidate on a scale of 1 to 10 for each characteristic. ![]()
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