Do you sell products or services similar to those sold by other firms, or are you unique? Does competition worry you? Maybe up until now you have been your own sales force, but business is growing and you need help to expand your customer base. You may have hired salespersons on previous occasions and have been disappointed with results. When you sell, things work, when they try to sell, it doesn't work. What can you do?

The traditional answer is to hire successful salespeople and train them in your product or hire knowledgeable product people and train them as salespersons. “Yea, yea” you say, “I’ve heard all that before!” Consider this: there are three areas where you, as the owner absolutely need to become involved. 1) You must to hire the ‘right’ person. 2) You must train that person in the way your company ‘works’. 3) You must provide the ‘support’ that is success-critical. Miss-step in any of these areas you are wasting your time and money and may be jeopardizing your company’s future as well.

1) THE RIGHT PERSON
Success Record – Forget the idea of hiring that eager new graduate. Training that individual is the task of the mega-firm, not your firm. You need a salesperson who can demonstrate a track record of success at his or her last job. Verify proof of sales ability in the form of commission statements, W-2 totals or other hard-copy records. You need someone who can sell, not someone who says they can sell.

Sales Ability - Your prospective salesperson must be able to ‘sell’ you on their ability on their very first meeting with you. If they cannot convince you they are the greatest salesperson since Barnum, look for another candidate. You don’t want a Willie Lohman.

Skill Level - Test your applicant for their understanding of the fundamental skills necessary to sell in your business. For example, if selling your product requires excellent math skills, provide a simple math test using your everyday operational material. Use the exact same testing for each candidate.

Creativity - You do not want a ‘creative’ salesperson re-inventing the wheel each time they present your packaged products to regular customers. Conversely, that creative ability is critical when approach & close flexibility is a required part of landing new clients.

2) THE RIGHT TRAINING
Company - Yep, it is expensive, but if you want good orders and great customer relations you need to provide at least two weeks of training in your place of business with your new salesperson working in each department a few days. Understanding ‘how things work’ will provide them with the tools to better serve your customers.

Product - Your new salesperson cannot sell what he or she doesn't understand, and your product is unique even if it is toothpaste! Sales agents need to know and understand both their own and their competitor’s products and services. Consider a manufacturer's or industry sales school or set up your own in-house program.

Presentation - This step is not an option. You must spend two weeks in the field with your new salesperson calling on both old and prospective customers. Keep accurate records of each sales call and review them at the end of each day. Demonstrate the selling skills that made you a success.

3) THE RIGHT SUPPORT
Review - Randomly, and without prior notice, accompany your salesperson on a minimum of one call each week for the first six months, and then at least one call each month thereafter. Use the occasion as a field training session.

Provide The Tools - Give your salespeople terrific tools: business cards that sell, brochures that explain, products that demonstrate, clients that will testify. Remember, you hired them to sell your product, don’t make them invent the tools! (For business card tips visit www.841books).

Set Realistic Goals - Make your sales goals logical and practical. Set weekly quotas of calls, presentations, and sales, then personally review with each salesperson. Don’t overdo the paperwork!

Reward Success - Publish success stories in your newsletter. Sponsor a "Winner's" club with appropriate rewards such as a ring or pin with progressively larger or more diamond inserts. Pay well for success; when your salespeople succeed, so do you and your company.

(NOTE TO EDITORS: PLEASE INCLUDE THE FOLLOWING.)
Paul Tulenko is an International Small Business Success Consultant based in New Mexico, USA. Additional tips and suggestions are available at www.tulenko.com or call (toll-free) 1-866-TULENKO.