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The Zero Turnover Sales Force

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The Zero Turnover Sales Force

The How to Maximize Revenue by Keeping Your Sales Team Intact

AMACOM,

15 分钟阅读
10 个要点速记
音频和文本

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To keep your sales force together, you have to defeat the “12 assassins” of sales-force stability.

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Editorial Rating

8

Qualities

  • Innovative
  • Applicable

Recommendation

Even though sales executives abhor disruptive sales-force turnover, they often accept the constant churn as unavoidable, like death and taxes. Sales veteran Doug McLeod thinks otherwise. He sees sales-force stability as eminently achievable and offers recommendations for fostering it, though not all of his suggestions seem practical. For example, he advises sales managers to invite job applicants to call for five-minute interview appointments during a specified 45-minute window. If more than a few people apply, that could overload your phone system and wash away good applicants. Overall, however, McLeod aptly explains why “Old School” methods of recruiting, managing, compensating and motivating salespeople no longer work. His enjoyable, cleverly written text spares no sacred cows or trusted icons, and his 12 retention factors make perfectly good sense. When it comes to keeping top salespeople, getAbstract believes McLeod’s book gives sales executives a good rundown on what really works.

Summary

Troubling Turnover

“Sales-force turnover” is a big problem, though sales managers often are resigned to it as the norm. High sales force turnover – more than two salespeople leaving a team each year – is hugely expensive. A departing employee generally costs his or her yearly compensation times 1.5. Thus, a $50,000-a-year person’s exit costs $75,000, plus replacement recruiting, security checks, office setup, the time of human resources personnel and trainers, and your effort as sales manager.

Departing salespeople typically complain that they could not get along with their sales managers. Other reasons salespeople leave include too many cold calls, straight commission pay systems, endless sales meetings and far-fetched, vague goals. Of course, like all employees, salespeople want to do well financially. They also seek opportunities to develop and maintain multiple accounts; solid, but not intrusive, training; a way to advance; a nice place to work; prompt payment of bonuses, commissions and expenses; and recognition and support from their managers.

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About the Author

Doug McLeod has many years of experience in numerous areas of business, including sales, sales management and marketing.

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