MARK ROBERGE served as HubSpot's SVP of Worldwide Sales and Services from 2007 to 2013, scaling the customer base from 1 to over 12,000 and his staff from one to hundreds of employees. Mark holds an MBA from the MIT Sloan School of Management and an engineering degree from Lehigh University. He has been featured in The Wall Street Journal, Forbes Magazine, Inc Magazine, The Boston Globe, and Harvard Business Review. Mark currently serves as the Chief Revenue Officer of the HubSpot Sales Division.

• Foreword Neil Rackham ixAcknowledgments xiiiIntroduction xvPart I The Sales Hiring Formula 1Chapter 1 Uncovering the Characteristics of a Successful Salesperson 3Chapter 2 Five Traits Great Salespeople Have and How to Interview for Them 11Coachability 12Curiosity 16Prior Success 19Intelligence 20Work Ethic 21Chapter 3 Finding Top-Performing Salespeople 25Build a Recruiting Agency within Your Company 26Find Quality Passive Sales Candidates on LinkedIn 28Find Quality Passive Sales Candidates through Your Team: The “Forced Referral” 33Understand the Sales Talent Pool in Your Area 33Chapter 4 The Ideal First Sales Hire 37Part II The Sales Training Formula 45Chapter 5 Setting up a Predictable Sales Training Program 47Defining the Three Elements of the Sales Methodology: The Buyer Journey, Sales Process, and Qualifying Matrix 50Create a Training Curriculum around the Sales Methodology 53Adding Predictability to the Sales Training Formula 54Constant Iteration on the Sales Process 57Chapter 6 Manufacturing Helpful Salespeople Your Buyers Trust 59Train Your Salespeople to Experience the Day-to-Day Job of Potential Customers 60Enable Your Salespeople to Build Their Personal Brand with Potential Customers Using Social Media 62Part III The Sales Management Formula 67Chapter 7 Metrics-Driven Sales Coaching 69Implementing a Coaching Culture throughout the Organization 71Creating the Coaching Plan Together with the Salesperson 72Examples of Metrics-Driven Skill Diagnosis and Coaching Plans 74“Peeling Back the Onion” 79Measure the Coaching Success 80Chapter 8 Motivation through Sales Compensation Plans and Contests 83Criteria to Evaluate a New Commission Plan 88Involve the Sales Team in Compensation Plan Design 89Promotion Tiers: Removing the Subjectivity from Promotions and Compensation Adjustments 90Using Sales Contests to Motivate the Team 93The Best Contest I Ever Ran 95Chapter 9 Developing Sales Leaders—Advantages of a “Promote from Within” Culture 97Prerequisites for Leadership Consideration 102From the Classroom to the Real World 103Common Potholes from New Sales Managers 104Part IV The Demand Generation Formula 109Chapter 10 Flip the Demand Generation Formula—Get Buyers to Find You 111How Can Your Business Rank at the Top of Google? 113This Does Not Happen Overnight 115Create a Content Production Process 116Complement Content Production with Social Media Participation 121Long-Tail Theory 123Chapter 11 Converting Inbound Interest into Revenue 127Marketing’s Role in Converting Interest into Revenue 128Sales’ Role in Converting Interest into Revenue 137Chapter 12 Aligning Sales and Marketing—The SMarketing SLA 149The Marketing Service Level Agreement (SLA) 151The Sales Service Level Agreement (SLA) 154Part V   Technology and Experimentation 161Chapter 13 Technology to Sell Better, Faster 163Accelerate Lead Sourcing with Technology 165Accelerate Sales Prospecting with Technology 167Accelerate Lead Engagement with Technology 170Automated Reporting with Technology 171Chapter 14 Running Successful Sales Experiments 175Generating Ideas for Experiments 176Best Practices of Experiment Execution 178Chapter 15 HubSpot’s Most Successful Sales Experiments 183The HubSpot Value Added Reseller (VAR) Program 183GPCT 186Chapter 16 Conclusion: Where Do We Go from Here? 191Index 195

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