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.

1. Managing and
Retaining Sales
People
Greg Longstaff & Julian Chong

2. Is it worth having a Sales
Person?
• SIGNARAMA > 97%
• EmbroidMe > 1,330%

3. What do you know 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… The field
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 you not do this
week in week out?

7. Sales People are a Must!
• If you stick with the
mentality that you must
have someone creating
new business at all times
YOU CANNOT FAIL

8. So who do I hire?
• Think outside of your
comfort zone!

9. Two types of people we
recommend
• Someone new to the
sales environment (a
newbie)
• A proven Sales Rep

10. Newbies
• They will cost you less
initially, however they will
take up a lot more time to
develop
•That’s the TRADE OFF

11. Top 5 mistakes we 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 mistakes we make
with Salespeople
4. Owner holds onto an
underperformer for too
long
5. If one or two fails, we
give up!

13. How do we find a good
OSR?
• Is there a way to
determine who will
succeed and who will fail?

14. • Who did you 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 at all …… 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 ways to improve predictability
• skills & abilities testing
• behavioural questioning
• personality profiling

19. Three levels of appraisal
• Appears To
• Can Do
• Will Do

20. Filter out the time 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
• What are their goals?
• If they can’t tell you then
they have the wrong
attitude and they will not
perform!

22. Sales experience vs
Industry experience?
• Sales experience tends to
be better
• But you will never find
the PERFECT OSR

23. MOTIVATE & MANAGE

24. What are good Sales Reps
looking for?
• Case study: Rowan
Wilson (Speedy Signs
Manukau)
• Why has Rowan been at
Speedy Manukau for 10
years now?

25. Is it because he 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 the tools
• Make sure they understand
• The industry
• What they’re selling
• Current customers
• Key competitors
• Marketing area
• What’s available to them

30. Share information
• Be transparent
• 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 public recognition
on a job well done
• Tell your Field Support
• Thank you???

33. Provide support
• Help them if they’re
under pressure

34. Incentives
• Don’t have to monetary
based
• Get creative

35. Commissions
• Pay them on time!

36. Key points to take home
• It’s not always about
money
• Find out what their goals
are to help motivate
• Hold them accountable

37. Thank you
• Questions?