16 National Sales Manager Interview Questions (With Example Answers)

By ResumeCat Editorial Team
Published August 11, 2022

It's important to prepare for an interview in order to improve your chances of getting the job. Researching questions beforehand can help you give better answers during the interview. Most interviews will include questions about your personality, qualifications, experience and how well you would fit the job. In this article, we review examples of various national sales manager interview questions and sample answers to some of the most common questions.

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Common National Sales Manager Interview Questions

What does your day-to-day involve as a National Sales Manager?

There are a few reasons why an interviewer might ask this question. Firstly, they might be trying to get a sense of the National Sales Manager's typical day-to-day routine. This can help the interviewer understand what the job entails and whether the National Sales Manager is likely to be a good fit for the role. Secondly, the interviewer might be trying to gauge the National Sales Manager's level of experience. If the National Sales Manager's day-to-day routine is very different from what the interviewer is expecting, it could indicate that the National Sales Manager is not as experienced as they claim to be. Finally, the interviewer might be trying to assess the National Sales Manager's level of commitment to the role. If the National Sales Manager's day-to-day routine is very demanding, it could indicate that they are not willing to make the necessary sacrifices to succeed in the role.

Example: As a National Sales Manager, my day-to-day involves overseeing the sales operations of my company. This includes setting sales targets and quotas, developing sales strategies and plans, managing a team of sales representatives, and analyzing sales data to identify trends and opportunities. I also work closely with other departments within my company to ensure that our sales goals are aligned with our overall business objectives.

What are your primary responsibilities?

The interviewer is trying to determine what the National Sales Manager's primary responsibilities are in order to gauge how much experience the National Sales Manager has in the relevant area. It is important to know what the National Sales Manager's primary responsibilities are because it will give the interviewer a better understanding of the National Sales Manager's experience and expertise.

Example: The primary responsibilities of a National Sales Manager include developing and implementing sales strategies, setting sales targets, managing a team of sales representatives, and tracking sales performance. They may also be responsible for identifying new business opportunities and developing relationships with key clients.

What is your experience managing sales teams?

The interviewer is trying to determine if the National Sales Manager has the necessary experience to lead and manage a sales team. It is important for the National Sales Manager to have experience managing sales teams because they will be responsible for leading and motivating the team to reach sales goals. The National Sales Manager must also be able to effectively communicate with the sales team and provide feedback on their performance.

Example: I have over 10 years of experience managing sales teams in a variety of industries. I have a proven track record of success in building and leading high-performing sales teams that consistently achieve or exceed their targets. I am an expert at developing and implementing sales strategies, motivating and coaching salespeople, and managing relationships with key customers. I am also experienced in managing budgets, forecasting sales trends, and analyzing data to identify opportunities for growth.

What strategies have you used to successfully increase sales and grow your team?

The interviewer is trying to gauge the National Sales Manager's ability to increase sales and grow a team. This is important because it shows whether or not the National Sales Manager is able to effectively manage a sales team and increase sales.

Example: There are a number of strategies that can be used to successfully increase sales and grow a team. One common strategy is to set sales goals and then provide incentives for employees to reach those goals. Another strategy is to offer training and development opportunities to employees so they can learn new skills that will help them sell more effectively. Additionally, it can be helpful to create a system of rewards and recognition for employees who make consistent sales progress.

What do you feel is the most important trait for a successful salesperson?

The interviewer is trying to gauge the National Sales Manager's opinion on what makes a successful salesperson. This is important because it can give insight into the type of salespeople that the National Sales Manager hires and how they are trained. If the National Sales Manager believes that a successful salesperson must be very extroverted, then they are likely to hire salespeople who are extroverted and train them to be more extroverted. This could lead to problems if the sales team is not able to connect with potential customers.

Example: The most important trait for a successful salesperson is the ability to connect with people and build relationships. A successful salesperson must be able to communicate effectively, understand the needs of their customers, and be able to provide solutions that meet those needs. They must also be able to close deals and manage customer expectations.

How do you manage and motivate your sales team?

There are a few reasons why an interviewer would ask this question to a National Sales Manager. Primarily, they want to know how the manager ensures that their sales team is productive and motivated. Additionally, they may be trying to gauge the manager's leadership style and see if it aligns with the company's culture. Finally, this question can also reveal what kind of strategies the manager uses to manage and motivate their team.

It is important for a National Sales Manager to be able to effectively manage and motivate their team for a few reasons. First, a productive and motivated sales team is essential for meeting sales goals. Second, a manager who can't motivate their team is likely to see high turnover rates, which can be costly for the company. Finally, an effective manager will be able to create a positive work environment that helps attract and retain top talent.

Example: The most important thing for a National Sales Manager is to ensure that their sales team is motivated and performing at their best. There are a number of ways to do this, but some of the most effective include setting clear goals and targets, providing regular feedback and coaching, and offering incentives and rewards for good performance.

What do you look for when hiring new salespeople?

The interviewer is trying to gauge the National Sales Manager's hiring process and what criteria they deem important for new salespeople. This is important because it shows whether the National Sales Manager is looking for qualities that align with the company's values and whether they are thorough in their hiring process.

Example: When hiring new salespeople, I look for individuals who are passionate about sales and have a strong track record of success. I also look for individuals who are coachable and have the ability to learn new things quickly. Additionally, I look for individuals who are outgoing and have strong communication skills.

How do you handle underperforming members of your team?

One of the key responsibilities of a national sales manager is to ensure that their team is performing at a high level. This question allows the interviewer to gauge the manager's ability to identify and address problems with team members. It is important for the manager to be able to identify when team members are not meeting expectations and to have a plan for how to address the issue. The manager should also be able to communicate effectively with team members to help them understand what is expected of them and how they can improve their performance.

Example: There are a few different ways to handle underperforming members of your team, depending on the situation. If someone is consistently not meeting expectations, you may need to have a conversation with them to discuss what the issue is and how they can improve. This could involve setting specific goals or providing additional training. If someone is struggling with a particular project or task, you may need to reassign them to something else that better suits their skillset. In some cases, it may be necessary to let someone go if they are not meeting the standards required for the job.

What do you believe is the key to a successful sales pitch?

The interviewer is asking this question to gain insight into the National Sales Manager's management style and to see if their beliefs align with the company's sales goals. It is important for the interviewer to know how the National Sales Manager plans to motivate their sales team and what methods they will use to close deals.

Example: There are many elements to a successful sales pitch, but I believe the most important one is understanding your audience. It's important to know who you're talking to and what their needs are so that you can tailor your pitch accordingly. You also need to be clear and concise in your delivery, and make sure you're addressing all of the key points that the customer is looking for. If you can do all of those things, then you'll be well on your way to giving a successful sales pitch.

When was the last time you closed a big deal?

The interviewer is likely trying to gauge the candidate's experience in successfully leading a sales team to close large deals. This is important because the National Sales Manager role is responsible for managing and developing the sales team, as well as creating and executing sales strategies. The candidate's answer to this question can give the interviewer insight into their past successes in similar roles.

Example: I closed a big deal about two months ago. It was for a new product that we were launching and it was a great success. We had a lot of interest from potential customers and we were able to close the deal with a very good margin.

What was the most challenging sales situation you've ever faced?

The interviewer is trying to gauge the National Sales Manager's ability to handle difficult situations. This is important because the National Sales Manager will likely face challenging situations on a regular basis. By understanding how the National Sales Manager has handled difficult situations in the past, the interviewer can get a better sense of how they will handle them in the future.

Example: The most challenging sales situation I've ever faced was when I was trying to sell a new product to a customer who was very resistant to change. They were using a similar product that had been on the market for many years and were very happy with it. I had to really work hard to convince them to try our new product, which was a big challenge.

How did you overcome it?

The interviewer is asking how the National Sales Manager overcame a difficult situation in order to gauge their problem-solving skills. It is important to be able to identify and solve problems quickly in a sales environment in order to meet quotas and deadlines.

Example: There are a few ways that I overcame this challenge:

1. I developed a strong relationship with my team and communicated with them frequently. This helped me to understand their individual strengths and weaknesses, and how best to work together as a team.

2. I also established clear goals and objectives for the team, and held everyone accountable to meeting those goals. This helped to keep everyone focused and on track.

3. Finally, I provided regular feedback to my team members, both positive and constructive. This helped them to see where they were excelling and where they could improve, and ultimately allowed us to work together more effectively.

Describe a time when you successfully overcame an objection during a sales pitch.

There are a few reasons why an interviewer would ask this question to a national sales manager. The first reason is to see if the manager has experience handling objections from customers. This is important because it shows that the manager knows how to overcome objections and keep the sale going. The second reason is to see if the manager is able to stay calm and collected when faced with an objection. This is important because it shows that the manager can still close the deal even when things are not going according to plan.

Example: I was once selling a new product to a potential customer who was hesitant about trying it. I overcame their objection by stressing the importance of the product's features and how it would benefit them specifically. I also offered a free trial so they could see for themselves how great the product was. In the end, they were convinced and made the purchase.

What would you do if you lost your biggest client?

There are a few reasons why an interviewer might ask this question to a national sales manager. They could be trying to gauge the manager's ability to handle difficult situations, their ability to think on their feet, or their ability to maintain a positive attitude under pressure. Additionally, the interviewer may be trying to get a sense of the manager's priorities and how they would handle a potentially devastating blow to their business.

It is important for the interviewer to get a sense of how the national sales manager would handle a difficult situation because it could give them insight into their decision-making abilities, their ability to stay calm under pressure, and their ability to lead their team through tough times. Additionally, this question could also reveal the manager's priorities and whether they would be more focused on maintaining their own sales numbers or on supporting their team.

Example: If I lost my biggest client, I would immediately work to identify the reasons why they left and try to rectify the situation. I would also reach out to other potential clients to try and make up for the loss in business. Finally, I would work on creating a more robust marketing and sales strategy to prevent such a situation from happening again in the future.

What do you see as the biggest challenge in your industry right now?

The interviewer is likely trying to gauge the National Sales Manager's understanding of the current industry landscape and what challenges exist. This is important because it can help the interviewer understand how the National Sales Manager would approach sales strategies and objectives in light of these challenges. Additionally, this question can also help the interviewer assess the National Sales Manager's ability to think critically about the industry and identify potential areas of opportunity.

Example: The biggest challenge in our industry right now is staying relevant and top of mind with consumers. With so many options and sources of information, it can be difficult to break through the noise and reach potential customers. Additionally, we must continually adapt our strategies to keep up with the ever-changing landscape.

How do you plan on addressing it?

The interviewer is asking how the National Sales Manager plans on addressing the fact that sales have been declining. This is important because it shows how the National Sales Manager plans on solving problems and improving the company's bottom line.

Example: The first step is to identify the root cause of the problem. Once the root cause has been identified, a plan can be put in place to address it. Possible solutions might include additional training for sales staff, changes to the sales process, or new incentives for employees.