Many firms have experienced sales people that failed to produce or did not stay with the firm for a reasonable period of time. What they failed to realize is that minimizing sales person turnover does not require a significant investment of money or time. It is quite straight forward. Helping firms minimize sales person turnover is one of the least expensive and most valuable service that Increasing Revenue offers. `

The following are some of the reason that firms struggle with salesperson turnover:

First: Does your firm see sales people as a scarce resource or a commodity? If you see sales people as a commodity, you may experience turnover and low productivity. Good salespeople are difficult to find and should be treated with respect. Just as firms compete for clients, good firms actively compete for the top sales people.

Many firms mistreat their sales people. They change territories, change commission structures, fail to treat clients properly and many other issues. As recruiters, we know that there is always a supply of quality sales people leaving firms that mistreated them.

Second: Does your firm have a sales receptive culture?

Some firms are eager to provide service and support to their clients and prospects. When a prospect places their first (second, third, twentieth ..) order there is excitement and appreciation by the firm. 

Other firms do not want to be bothered with the extra work that more business requires them to perform. One business owner actually told us that he would be reluctant to hire Increasing Revenue because more sales meant he would have more to micromanage. He wanted to play golf rather than manage his business.

Third: Many business owners or sales managers have difficulty terminating an under performing sales person.   An inadequate salesperson can cause the following problems:

• When top sales people consider working for a firm and they see an inferior salesperson employed, they immediately wonder what is wrong with the firm. This can also encourage the top sales people already working for the company to start looking for other jobs.
• A salesperson's performance is easily measured by other employees. When a sales person is not producing sales, the other employees do not feel that they have to produce in their roles.
• The financial cost to support a poor salesperson is tremendous. Their salary, expenses and benefits have to be paid. Of greater damage to a firm is the opportunity cost associated with the firm not obtaining the revenue a successful person may have generated.

However, if this person is dedicated to improving their performance, it may be in the firm's best interest to help that person improve. It is almost always easier to train someone who wants to learn rather than hire someone else.

If you would like to learn more, please  Contact Us.