>We also looked for proactive junior staff out of companies like LinkedIn who were ready for the next step, but not afforded the opportunity
>A candidate may have worked in sales, but if they were an account manager tending existing customers, they may not be cut out to be an account executive acquiring new business. Just because someone has made 80 sales calls a day in a prior job doesn't mean they can demo and close. Make sure candidates have the expertise you need.
These two points contradict each other, and I think it is a very important issue. If you are not willing to allow a junior person a better opportunity immediately (hiring them into a promotion) then you have to compensate them better compared to the current company for the same position (short of intangibles.)
Often times, larger companies will have a more deliberate and organized sales process that is time-based. This creates scenarios where candidates that are otherwise qualified for the next step (Market Development Rep --> Account Executive) have a seemingly artificial ceiling preventing them from that role at their current company. While it probably makes sense at the larger company for a Market Rep to be promoted after 18-24 months, this person may be very capable of the next level earlier.
If you can successfully find driven junior level people who have this type of artificial ceiling, you can hire very valuable sales people. This also means you are going to have to take a risk that they can perform on the next level, but you can also hedge this risk by offering slightly less total compensation for the opportunity _now_.