Hiring, Training, Managing And Motivating Quick Printing Salespeople
- Topics:
- Sales Training
- Tags:
- David Fellman & Associates,
- Training,
- Software,
- Salespeople,
- Recruitment & Selection,
- Printing,
- Printers,
- Peripherals,
- Managerial Accounting,
- Human Resources,
- ...
- Source:
- David Fellman & Associates
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Overview: This article covers the process of hiring the right person. If selling in general is a mystery to many quick printers, then hiring and managing salespeople must seem to be up there with the greatest mysteries of all time. You only need to look at the failure rate among quick printing salespeople to know that something is really wrong in the way salespeople are hired, trained, and managed in this industry. Nobody should expect a 100% success rate with salespeople, or any other category of employee for that matter. But when you talk to sales managers in other industries, they talk about an expectation that one or two out of every ten salespeople they hire will fail. An informal survey I've done seems to indicate that more than half of the salespeople hired by quick printers during the last several years didn't make it to the end of one full year. Many of those salespeople quit or were fired within the first six months. It can tell them very clearly if you want them constantly working on developing new customers, or alternately, it can tell them that you're satisfied to have them handling every detail of every job from their existing customers. The process starts with some level of guarantee, something you're comfortable in investing and something the employee can live on. From that point on, performance pays! With well designed guaranteed, earned and motivational components, your sales compensation can work equally well for both employer and employee.
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Format: HTML | Date: Jan 2003 | Pages: 1
