I don't want to send this thread too far off the rails since it is one that I have enjoyed following for quite some time. However, as someone who hires a lot of salespeople, I thought I'd give theBiz my two cents:
* With the possible exception of some web-based businesses, it is very tough to grow significantly without a sales force (Jack seems to have a substantial inside sales team working the phones based on prior posts about his business).
* You don't have to hire people who "are selling other products." In fact, I have found these "independent reps" to be of little value. I have heard of successful partnerships with sales reps that carry multiple lines "in the bag," but have not personally had that experience. I want to hire people to sell for me and only me.
* Hiring sales reps is difficult. In fact, I think it is more difficult to hire salespeople than any other type of employee. The problem is that sales requires so much personal motivation. I've seen people that look like aggressive winners in an interview that can't produce. On the flip side, I've come across some very good salespeople that don't show a lot of "personality" during the interview process.
* In my experience, you are going to have a higher turnover rate among the sales staff than your support, professional, or production people. Part of that is out of necessity. If a salesperson can't produce, you've got to "coach him up" or part ways quickly. You are going to waste some time on some bad hires. The key is to identify those quickly and move on. Good training coupled with good reps should yield good results. You'll have some people that don't "get it." You've got to let them go and spend your energy on the ones that can help you grow.
* One of the most important things, in my opinion, is hanging on to the good ones. Sales forces are usually driven primarily by money. You want that since your company makes money when the salespeople do (assuming you've structured your commission package properly). However, that same trait means that the best salespeople usually have their eyes open for better opportunities for themselves. I bend over backward to keep the top producers. Like the old saying goes, "you've got to kiss a lot of frogs to find your prince." After all of the effort it takes to find and hire good salespeople, I don't want to lose them. I'm willing to pay a premium to keep them happy - and keep them producing for me. I've found it is cheaper to reward the best people handsomely than to get greedy about commissions and end up having to "kiss more frogs."
* With the possible exception of some web-based businesses, it is very tough to grow significantly without a sales force (Jack seems to have a substantial inside sales team working the phones based on prior posts about his business).
* You don't have to hire people who "are selling other products." In fact, I have found these "independent reps" to be of little value. I have heard of successful partnerships with sales reps that carry multiple lines "in the bag," but have not personally had that experience. I want to hire people to sell for me and only me.
* Hiring sales reps is difficult. In fact, I think it is more difficult to hire salespeople than any other type of employee. The problem is that sales requires so much personal motivation. I've seen people that look like aggressive winners in an interview that can't produce. On the flip side, I've come across some very good salespeople that don't show a lot of "personality" during the interview process.
* In my experience, you are going to have a higher turnover rate among the sales staff than your support, professional, or production people. Part of that is out of necessity. If a salesperson can't produce, you've got to "coach him up" or part ways quickly. You are going to waste some time on some bad hires. The key is to identify those quickly and move on. Good training coupled with good reps should yield good results. You'll have some people that don't "get it." You've got to let them go and spend your energy on the ones that can help you grow.
* One of the most important things, in my opinion, is hanging on to the good ones. Sales forces are usually driven primarily by money. You want that since your company makes money when the salespeople do (assuming you've structured your commission package properly). However, that same trait means that the best salespeople usually have their eyes open for better opportunities for themselves. I bend over backward to keep the top producers. Like the old saying goes, "you've got to kiss a lot of frogs to find your prince." After all of the effort it takes to find and hire good salespeople, I don't want to lose them. I'm willing to pay a premium to keep them happy - and keep them producing for me. I've found it is cheaper to reward the best people handsomely than to get greedy about commissions and end up having to "kiss more frogs."
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