6 applicants, one shortlist, every score with its words.
Brightmark Distribution opened the Field sales representative role. 6 applicants were interviewed and gave 43 answers. Callround AI gave 72 scores, and 481 quotes were found in the recordings.
| # | Applicant | Band | Score | Selling and negotiation | Outlet relationships | Route planning and discipline | Resilience and learning | Communication | State |
|---|---|---|---|---|---|---|---|---|---|
| 1 | Emeka Obi | Advance | 4.1 | 4.5 | 4.0 | 4.0 | 3.5 | 4.3 | |
| 2 | Aisha Bello | Advance | 3.8 | 4.0 | 3.5 | 3.3 | 4.0 | 4.3 | |
| 3 | Kunle Ajayi | Review | 3.5 | 3.5 | 3.5 | 3.5 | 3.0 | 3.7 | |
| 4 | Grace Etim | Review | 3.3 | 3.5 | 3.0 | 3.5 | 2.5 | 3.7 | |
| 5 | Ada Nnamdi | Review | 2.5 | 2.5 | 2.5 | 3.0 | 1.0 | 3.0 | |
| 5 | Yusuf Lawal | Review | 2.4 | 2.0 | 2.5 | 2.0 | 3.5 |
The round
Who was invited, and how they answered.
8
invited
6
completed
5
answered by voice
1
typed their answers
1
withdrew
1
never opened the link
What Callround AI did
Interviewed, listened, scored, and showed its words.
43
answers heard
8
follow up questions asked
13
minutes of recording
72
scores given
481
quotes found in the recordings
0
quotes not found and dropped
Emeka Obi
Field sales representative, Brightmark Distribution
The band is a recommendation from Callround AI. A person makes the decision.
In short
When a customer was upset, they asked for one eye level shelf for three weeks and showed him sell through figures from two other supermarkets.
“Instead I asked for one eye level shelf for three weeks, and I showed him sell through figures from two other supermarkets.”They chose that because a discount would have made him doubt their normal price later.
“I chose that because a discount would have made him doubt our normal price later.”They told him theirs comes every Tuesday and Friday and that he had never run out, and showed him he sold 14 crates the month before.
“I told him ours comes every Tuesday and Friday and that he had never run out, and I showed him he sold 14 crates the month before.”They split their 45 outlets into 3 tiers by monthly volume and visited the top tier every week, early, so stock problems could be fixed before the weekend.
“I split my 45 outlets into 3 tiers by monthly volume and visit the top tier every week, early, so stock problems can be fixed before the weekend.”They changed their route so those two outlets were seen every week.
“I changed my route so those two outlets were seen every week.”
Skills
Tell me about a time you persuaded a shop owner or a customer who first said no to buy from you. What did you say or offer, and what happened?
A supermarket manager in Victoria Island refused our new detergent because his shelves were full and slow stock had burned him before. I did not drop the price. Instead I asked for one eye level shelf for three weeks, and I showed him sell through figures from two other supermarkets. I chose that because a discount would have made him doubt our normal price later. It sold 40 units, and he ordered two cartons. Next time I will bring the figures on the first visit, not the second.
Candidate offers specific example of objection, suggests alternative solution, and explains reasoning for not discounting.
- “A supermarket manager in Victoria Island refused our new detergent because his shelves were full and slow stock had burned him before.”
- “Instead I asked for one eye level shelf for three weeks, and I showed him sell through figures from two other supermarkets.”
- “I chose that because a discount would have made him doubt our normal price later.”
Specific action to address concern and result with future action.
- “Instead I asked for one eye level shelf for three weeks, and I showed him sell through figures from two other supermarkets.”
- “I chose that because a discount would have made him doubt our normal price later.”
- “It sold 40 units, and he ordered two cartons.”
A regular shop owner tells you that a rival distributor offers him a better margin on a drink you supply, and he says he will stop stocking it. You cannot change our prices. What do you do?
I had this with a drinks shop at Faggy. He showed me the rival's price, which was about 5 % better, but they delivered only once a week. I told him ours comes every Tuesday and Friday and that he had never run out, and I showed him he sold 14 crates the month before. He kept the drink and added one crate to his next order. I would do the same here.
Candidate addresses owner's concern about margin and delivery frequency, provides specific data on sales and delivery schedule, and shows how the owner's decision was influenced by this information.
- “I had this with a drinks shop at Faggy.”
- “He showed me the rival's price, which was about 5% better, but they delivered only once a week.”
- “I told him ours comes every Tuesday and Friday and that he had never run out, and I showed him he sold 14 crates the month before.”
Answer is clear, structured, and provides specific details about the situation, actions taken, and outcome.
- “I had this with a drinks shop at Faggy.”
- “He showed me the rival's price, which was about 5% better, but they delivered only once a week.”
- “I told him ours comes every Tuesday and Friday and that he had never run out, and I showed him he sold 14 crates the month before.”
You have about 45 outlets on your route. Walk me through how you plan a normal week, and what you do when something urgent comes up on a day that is already full.
I split my 45 outlets into 3 tiers by monthly volume and visit the top tier every week, early, so stock problems can be fixed before the weekend. I group each day by area and keep Friday afternoon half empty on purpose, so I have room for surprises. When an urgent call comes on a full day, I ask two things. How much do we lose if this waits, and who can I tell? A supermarket run out of noodles outranks three small kiosks, so I go there first and call the kiosks myself. I review on Friday what I moved and whether it cost anything.
Describes grouping outlets by volume, prioritizing urgent issues, and adjusting schedule for unexpected events.
- “I split my 45 outlets into 3 tiers by monthly volume and visit the top tier every week, early, so stock problems can be fixed before the weekend.”
- “I group each day by area and keep Friday afternoon half empty on purpose, so I have room for surprises.”
- “A supermarket run out of noodles outranks three small kiosks, so I go there first and call the kiosks myself.”
Answers question directly with clear structure and specific details about planning and handling urgent issues.
- “I split my 45 outlets into 3 tiers by monthly volume and visit the top tier every week, early, so stock problems can be fixed before the weekend.”
- “I group each day by area and keep Friday afternoon half empty on purpose, so I have room for surprises.”
- “When an urgent call comes on a full day, I ask two things.”
Tell me about a month when you, or a team you worked in, missed a sales or work target. What did you do about it?
In March I sold only 60 % of my seasoning target. I looked at my sales sheet and saw that two of my biggest outlets had not ordered because I visited them only once that month. I changed my route so those two outlets were seen every week. In April they ordered again and I reached my target.
Describes a specific setback and a change in approach, showing learning from the mistake.
- “In March I sold only 60% of my seasoning target.”
- “I looked at my sales sheet and saw that two of my biggest outlets had not ordered because I visited them only once that month.”
- “I changed my route so those two outlets were seen every week.”
Shows a concrete method of adjusting the route and tracking results.
- “I changed my route so those two outlets were seen every week.”
- “In April they ordered again and I reached my target.”
An outlet owes us 180,000 naira for the second month in a row, and the owner asks you for another carton order. What do you do?
I would not simply refuse, and I would not simply agree. First I would find out why he has not paid. Slow sales, a cash problem, or avoidance. That decides what I do. If his last order is mostly sold, I would ask for part payment now and give an order he can sell in a week, which keeps the shop alive and limits our exposure. I would record the agreed date on the app and tell my supervisor, because credit beyond our limit is not my decision. If he misses the date, I stop credit. Being fair about this protects the relationship better than being soft.
Candidate shows understanding of buyer's possible issues and offers a specific solution based on the reason for non-payment.
- “I would not simply refuse, and I would not simply agree.”
- “First I would find out why he has not paid.”
- “Slow sales, a cash problem, or avoidance.”
No words are tied to this score.
Why do you want to be a field sales representative, and what part of the job do you expect to find hardest?
I sold recharge cards and sachet water at a motor park for two years, and I liked that my earnings depended on what I did that day. In the job here I expect the hardest part to be collecting over two money, because I used to find it awkward. At the park I learned to ask early and plainly, and I noticed that most customers paid when asked politely.
Describes learning from past experience, showing adaptation to customer behavior, but lacks specific setback and response.
- “At the park I learned to ask early and plainly, and I noticed that most customers paid when asked politely.”
Answer addresses both parts of the question with specific details about past experience and expected challenge.
- “I sold recharge cards and sachet water at a motor park for two years, and I liked that my earnings depended on what I did that day.”
- “In the job here I expect the hardest part to be collecting over two money, because I used to find it awkward.”
- “At the park I learned to ask early and plainly, and I noticed that most customers paid when asked politely.”
What a person does next
Before anyone is told a result, a person has work to do.
- [01]Check a sample of candidates before you decide on a group
We prepared this hiring round to test Callround. The company and the applicants are test names, and their answers were written for the test and spoken by a computer voice. The run is real: every interview, transcript, follow up, score and signal here was produced by Callround.