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Managing retaining sales people
This document discusses best practices for managing and retaining salespeople. It provides tips on hiring salespeople, including recommending either hiring someone new to sales who will cost less or a proven sales rep. It warns of common mistakes like not spending enough time training new hires or holding onto underperformers too long. The document also recommends conducting psychometric tests on candidates to better understand their fit. Additionally, it emphasizes the importance of motivating salespeople through goals, recognition, support, incentives and commissions to improve performance and retention.
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Managing retaining sales people
- 1. Managing and Retaining Sales People Greg Longstaff & Julian Chong
- 2. Is it worthhaving a Sales Person? • SIGNARAMA > 97% • EmbroidMe > 1,330%
- 3. What do youknow about taking on a Sales Person? • text
- 4. Some common objections “can you do it for “Wow, that’s a less?” lot!” “Another sign/uniform crowd “It’s more than we told me it would thought” cost $xxx”
- 5. Consider this… Thefield support stats for new store setups • Marketing calls generate between $10-$15k in quotes •Over the following months up to 80% have converted!
- 6. Why would younot do this week in week out?
- 7. Sales People area Must! • If you stick with the mentality that you must have someone creating new business at all times YOU CANNOT FAIL
- 8. So who doI hire? • Think outside of your comfort zone!
- 9. Two types ofpeople we recommend • Someone new to the sales environment (a newbie) • A proven Sales Rep
- 10. Newbies • They willcost you less initially, however they will take up a lot more time to develop •That’s the TRADE OFF
- 11. Top 5 mistakeswe make with Salespeople 1. Get caught up searching for the perfect salesperson 2. Owner doesn’t spend enough time with them when they start 3. Owner doesn’t hold them to accountable on a daily basis
- 12. Top 5 mistakeswe make with Salespeople 4. Owner holds onto an underperformer for too long 5. If one or two fails, we give up!
- 13. How do wefind a good OSR? • Is there a way to determine who will succeed and who will fail?
- 14. • Who didyou run into this week who stood out? • Were you at a restaurant and had a great waiter? • There are Salespeople everywhere
- 15. Conduct a psychometric test Perform a Sales Profile test
- 16. Why test atall …… Why take the time to do so ? • Understand the candidate, by peeling back the top layers, and digging deeper, and limiting the “halo” effect during interviews. • Look at the “team” fit - its like buying a house, seeing whether the furniture will fit ok. • Helps identify reference and interview questions. • It’s a powerful tool with uses beyond merely recruitment, such as staff • development and management • Making a placement error is VERY costly and employee’s can be hard to remove once in your business.
- 17. ASSESS The McQuaig DEFINE System™ RETAIN THE INSIGHT TO ASSESS AND MANAGE PEOPLE
- 18. 3 best waysto improve predictability • skills & abilities testing • behavioural questioning • personality profiling
- 19. Three levels ofappraisal • Appears To • Can Do • Will Do
- 20. Filter out thetime wasters • There are plenty of ‘square pegs’ in the marketplace looking for ‘round hole’ jobs. • Their chance of success in those positions is far lower than a candidate who fits. • Learn how to screen out • high risk candidates
- 21. …Qualify them • Whatare their goals? • If they can’t tell you then they have the wrong attitude and they will not perform!
- 22. Sales experience vs Industryexperience? • Sales experience tends to be better • But you will never find the PERFECT OSR
- 23.
- 24. What are goodSales Reps looking for? • Case study: Rowan Wilson (Speedy Signs Manukau) • Why has Rowan been at Speedy Manukau for 10 years now?
- 25. Is it becausehe has nothing better to do?
- 26. So what motivates? •External AND Internal • Have you asked them?
- 27. Set the standard •Lead by example • Set the tone
- 28. Set goals together •By setting their targets together, this gives them ownership • Hold them accountable – daily
- 29. Give them thetools • Make sure they understand • The industry • What they’re selling • Current customers • Key competitors • Marketing area • What’s available to them
- 30. Share information • Betransparent • They should know the store’s targets as well • Information EMPOWERS
- 31. Create an open environment • Allow them to make mistakes and learn from them • All ideas shared, nothing judged • Remain solution focused
- 32. Recognise! • Give publicrecognition on a job well done • Tell your Field Support • Thank you???
- 33. Provide support • Helpthem if they’re under pressure
- 34. Incentives • Don’t haveto monetary based • Get creative
- 35. Commissions • Pay themon time!
- 36. Key points totake home • It’s not always about money • Find out what their goals are to help motivate • Hold them accountable
- 37.