Recruitment

• Recruitment is process of locating, selecting and employing suitable persons for the sales force

• Matching to positions on the organization chart and to job specs is essential

• Objective criteria and sound methods of testing/evaluating ensure good recruitment

• Over reliance on criteria such as quantum of prior experience a pitfall

• Reference check on previous employment experience and performance necessary

• Clear statement of expectations from new employees on conduct and performance a must

• Offer of emoluments and future prospects to be unambiguous(avoid vague "sky is the limit" promises-nobody believes them anyway)

Training

• Training needs flowing from job specs is the starting point. Understanding customer markets is critical

• Detailed product knowledge mandatory for all types of offerings. For low tangibility differentiated offerings(e.g. personal care), knowledge of emotional satisfiers helps

• Knowledge of the market place, competitors, channel associates and selling practices are focus areas

• Inventory management, good logistics practices and receivables management should be vital inputs

• Frequency, timing and manner of sales visits to various channel associates is fundamental training input

• Communication skills a priority with emphasis on receiving and rapport building(listening and empathizing)

• Training methods include formal class room formats, field training, seminars and interaction with senior/top mgmt

• On the job training by superiors combining concept with practice should co-exist with general functional and behavioral training

Motivation

• Motivation is the driving force based on positive feelings that produces goal directed action

• It is necessary to reward goal directed action to ensure repetitive behaviour towards the goal/goals

• The first step obviously is to establish the right goals

Sales goals

• The final goal has to be maximizing long term profits through optimizing the volume/margin relationship

• Channel inventory planning and control is critical

• Optimizing accounts receivables is another critical responsibility and therefore major performance variable

• Critical variable is retail sales which reflect consumer sales and therefore demand for company's product/services

• Unit of sales needs to be defined properly. For services like telecom, a unit of standard value (Rs. x representing a standard offering like monthly revenue)

• For merchandising, and signage joint goals for sales and marketing should be set

• Min. no of inventory turns for each channel partner should also be a sales goal. Recommended min 12 for every industry

• Min revenue/profit per sq.ft of space should be a retail target

• Regular and reliable reports should be a fundamental performance requirement

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