Auditor Sales Interview Questions And Answers

While this technically isn’t a question, it’s important to assess whether the candidate has a helpful demeanor.

Again, it’s not necessarily a deal breaker if the salesperson doesn’t actively share and engage with content on their social media accounts, but they should at least want to start doing so.

Selling to everyone and anyone -- even if a salesperson knows it’s not in the prospect’s best interest -- is a recipe for disaster. Make sure your candidate is comfortable with turning business away if the potential customer isn’t a good fit.

Being thrown for a loop by this question is a sign that your candidate isn’t a life-long learner, which is becoming increasingly important in sales.

This is where you demonstrate your understanding of the entire structure of selling. Focus on your view of selling as a professional service directed at showing the customer how your product or service meets their needs and improves their lives.

Prepare a concise sales interview answer that highlights your knowledge of how to communicate and build rapport with a client, ask the right questions, identify and understanding the client's values, motives and needs, offer the appropriate solutions, handle objections and close the sale. Include adapting to different personality types and using persuasive communication skills.

A great sales manager is a natural leader and teacher, with genuine enthusiasm to help others succeed. If they’re only driven by meeting quota or closing deals, they may be better suited for a sales rep position. This question will help you see what kind of mentor the candidate will be, and how they will help your team grow and evolve.

Look for a candidate who has a desire to help others, not someone who gives you a generic answer. Look for personal stories––the candidate should be able to demonstrate her ability to connect with people on a personal level.

The answer to this question doesn’t have to blow you away. However, the candidate should have some sort of action plan to get up and running. No matter how much training you provide, it’s still smart to hire a self-starter when you can.

Appraise the person’s attitude towards rejection. Do they need time to shake off an unpleasant conversation? Or do they bounce back immediately?

If their least favorite part is the most important part at your company, that’s probably a red flag. This question can also alert you to weak areas.

Don’t cop out, because there’s always room for improvement. Take a look through the company’s product or service description on their website to get an idea of how it works. For SaaS companies, you can also go through a product tour

Questions like this (i.e. ones that require a candidate to provide a real world example of how they dealt with a challenging situation) are some of the most powerful questions you can ask in a hiring interview. Rather than asking them a leading question that “coaches” them into saying what they think you want to hear, these questions require a concrete answer.

Ultimately, you want to learn how the candidate deals with a team or a rep that isn’t meeting company standards. A great answer to this question will be one that demonstrates how the candidate indentified the specific reason the rep was failing to meet their quota, how s/he addressed that issue, and whether or not it was ultimately rectified. A good follow-up to this question is, “Have you ever terminated a sales rep for any reason? Under what circumstances?”

Certain companies and roles call for people better at farming or hunting, but look out for a person who performs one of these tasks to the exclusion of the other. Both are vital to selling well.

Following up on deals to learn how to do better next time -- win or lose -- boosts the odds of winning in the future. A salesperson who takes the time to learn from both their successes and their failures will likely be a valuable addition to your team.

Put a number on the skills so that you can structure your sales interview answer around this. For example:

"I think the 3 most important sales skills are ..."

Rather than referring to specific sales techniques focus on competencies and abilities that every successful salesperson needs, such as:

☛ the ability to adjust your approach to different people and situations
☛ the ability to ask the right questions and listen carefully
☛ the ability to deal with disappointment and rejection
☛ the ability to stay motivated with a high energy level
☛ the ability to plan and prepare
☛ the ability to influence and persuade
☛ the ability to negotiate and reach agreement

☛ Tell me about yourself?
☛ Why did you leave your last job?
☛ Please tell me about your long-term career goals for Sales auditor?
☛ What have you learned from your past jobs that related to Sales auditor?
☛ In your life, what experiences have been most important to you that related to Sales auditor?
☛ Do you consider you're overqualified with this position?
☛ How can you offer make amends for your lack of skill?
☛ What characteristics would you search for inside a boss?
☛ Let me know about a period when you assisted resolve a dispute between others.
☛ What position would you prefer on the team focusing on a task?
☛ What's been your greatest professional disappointment?
☛ What are most common mistakes for Sales auditor job and how to solve them?
☛ What made you choose to apply to Sales auditor?
☛ What are top 3 skills for Sales auditor?
☛ What are techniques/methods list that you used in your work as Sales auditor? Please explain how to you use them?
☛ Let me know concerning the most enjoyable you've had at work?
☛ Have you got any queries for me personally?
☛ Do you know the hardest choices to create?
☛ Do you'd rather work individually or on the team?
☛ How do you apply ISO 9001 for your Sales auditor job?
☛ Do you have any questions?

☛ What kind of sales did you do at your last company?
☛ What was the size of your team at your last company?
☛ What was your sales quota?
☛ How did you generate leads?
☛ Describe the sales process at your last company. What worked well? What didn’t work well?
☛ Describe a time when a sales process was changed. Why did it change? What was the result?
☛ Describe your product to me. What are the benefits? Who are your customers?
☛ Why do customers buy your product? What are the alternatives?
☛ Describe your customers’ buying decision process. Who approves or blocks the buying decision? What do you need to line up to close the sale?
☛ What kinds of questions do you ask your customer to find out what they need?
☛ At what point do you stop pursuing a potential customer?
☛ How do you stay current on your customers and product?

☛ Tell me about a time you managed to provide excellent customer service
☛ Have you ever had a conflict with a coworker? How did you resolve it?
☛ Describe a time you had to deal with a difficult or angry customer. How did you diffuse the tension? What solution did you provide?

Are you familiar with our products? Which one would you most enjoy selling and why?
Do you know how to operate a cash register?
How would you greet each customer when they enter the store?
What steps would you take to close the store?
How do you stay calm and motivated when there are too many customers in the store?

☛ What would you do if a client asked you a question about a product you didn’t know the answer to?
☛ Imagine a customer is upset because there is a shortage of a product they want to buy. How would you handle it?
☛ Have you used any retail software before?
☛ If a customer destroyed a piece of merchandise, what would you do?
☛ What would you do to let customers know of temporary discounts?
☛ How would you handle it if you saw a customer stealing an item?
☛ Imagine a customer told you they’re looking for a gift. Can you walk me through the process of closing a sale?

☛ What motivates you as a sales professional?
☛ How would you describe the corporate culture of your past company?
☛ What traits do you believe make up the most effective sales representatives?
☛ What sales quotas are you accustomed to?
☛ How comfortable are you with cold-calling?
☛ How long was the average sales cycle at your previous jobs?
☛ Who were your most profitable target markets at your previous jobs?
☛ How would you describe your sales technique?
☛ What are some common hurdles you're facing right now as a sales representative in your current position?
☛ Can you give me an example of a complex contract negotiation you've completed and how you did it?
☛ How did your past organization position itself in the market?
☛ How would you describe your ideal sales manager?
☛ What are some of the traits you look for in a leader?
☛ Give me an example of when you've prospected a lead creatively, and what are the steps you took to do so?
☛ Where would you like to see yourself improve in the area of sales?
☛ What does the term "consultative selling" mean to you?
☛ How much was an average sale at your previous position?
☛ Give me an example of how you handled a difficult client in order to get the sale, and what did you learn from the experience?
☛ What was a typical day like at your past position?
☛ What was your compensation package at your past position?
☛ Can you give me an example pitch of the product or service you were selling at your previous position?
☛ What types of managers do you learn best under?
☛ Why are you looking to leave your current position?
☛ How do you define success?
☛ How would you describe the selling style of your former manager?
☛ Where do you see yourself in one, three and five years?
☛ How would you describe your ideal sales position?
☛ What core values should all great companies possess?
☛ How would you describe the people at your past company?
☛ What types of customer relationship tracking did you implement at your past jobs?

A large part of a sales manager’s job is to hire a staff of high performing sales reps. What constitutes a high performing rep can vary from company to company based on the product they’re selling, as well as the mission and values of the organization.

This question can give you great insight into the candidate’s hiring abilities. You’ll get an idea of what they value in a sales rep, whether or not their management style is a fit for your company, and perhaps even a foreshadowing of what kind of sales team they’ll end up building.

Depending on your company’s goals, either answer could be the right one. But beware of reps who will prioritize quota over truly giving customers what they need -- or withholding from them what they don’t.

Neglecting to use LinkedIn to research clients is not a viable option in today’s sales environment. Ensure that candidates are searching for personal commonalities in addition to professional information so they can tailor their communication as much as possible. Looking into company trigger events would be the cherry on top.

Even if the target market of their last job is totally different than that of the one they’re interviewing for, this will show you their ability to find and keep up to date with relevant trade publications and blogs.

Short cycles call for reps that can close quickly, and long sales cycles require a much more careful, tailored approach. They’re drastically different, and your candidate should recognize this.