How to motivate sales people in the printing industry

[Pandpinc]

Hi, not sure if this is the correct forum or not. But we are having a problem motivating our sales people, we dont have a single sales person who is selling enough printed materials to cover what they cost the company in terms of salary and commission (10% in most cases). We give them lists of 100's companies to contact but come up empty handed. Can anyone shed light on this situation? All help is greatly appreciated.

Edited by: Ernie on Jan 28, 2008 9:45 AM

[doubting_thomas]

That's an extremely broad question. If anyone had the answer to it they'd
probably be able to make millions as a consultant. I've found that in the past
it's a good idea to look at the way you're trying to motivate them. If your company
is doing all the right stuff, then it's time to evaluate the actual sales reps. There's
a chance they just aren't great sales people. There's a chance that your pricing
and/or product isn't competitive in your region. There's a chance that whoever
is trying to motivate them is a poor motivator. There's a chance the lists of SIC
codes, or whatever your using, is out of date, or is scarcely better than the
Yellow Pages.

Just some thoughts. Good luck finding the correct answer to your company's
situation. You'll probably need it.

[Pandpinc]

Thanks for the reply, i understand that its kinda a broad topic. I was just looking for a example of what a user here may have observed/implemented for their company's sales team. Im just a prepress supervisor and looking for some knowledge i could pass on to my GM. I feel our sales staff has the potential to be great, but lack motivation. They dont even appear to try very hard as they bring in very few jobs to even quote. And the majority of the jobs might bring in a few thousand a year.

[doubting_thomas]

Start by looking at the black and white set of goals the GM has in
place for them. If they aren't able to meet them, but are putting in
the work, the GM should re-assess the goals. If they are realistic
and the reps can't hit them, or don't do the work to hit them, clean
house.

If the GM doesn't have a set of black and white goals for the sales
team, the GM is doing them a disservice, and it probably doesn't
matter who fills the positions. Steak knives for second place might
work in the movies, but real life motivation is a bit trickier.

For what it's worth, I've always thought that it made more sense
to pay a fixed base for 3 months, then switch to a commission %
only thereafter. They'd weed themselves out using that pay scale,
or they get pretty motivated by food and electricity.

[PeterA]

Ernie
What you have to think is what would move YOU away from your plate supplier or proofing paper supplier.You are happy with them, they tick all the boxes - you get on with the sales guy well . They sort you out when you have problems , So what is going to make you move,

When you can answer that then you will know how to advise your sales guys.

Peter

I would think it wouldn't involve paying you money - or entertaining you - so what would he do .

[Gemon]

Yes that is the eternal quetsion, why does production run at full tilt and the sales guys seem to lack the same drive. I've worked in litho, web, gravure and now digital...nothing changes except the technology. I long for the day that the salesman role is automated, small, functional, attentive robots that sell, sell, sell. Then we may only need to work for maybe 10 or 20 hours a week and spend the rest of of waking hours dealing with the true spiritual problems of modern living. Amen!

[richmac]

Your question taps into a theme common in any sales organization, but it seems to be particularly acute in the printing industry due to the pressure to broaden capabilities via new technologies (digital). The answers to the following questions can help shape a high level strategy for creating greater efficiency in your sales process:

1. What business are we in?
2. Who are our best customers and why do they do business with us?
3. What are the common attributes in our customer base - industry, employee size, budgets, etc.
4. How do we successfully sell today?
5. How do our best sales people do it? (Hopefully you have at least one to examine!)
6. Are our expectations of sales valid and have they been effectively communicated?
7. Is the compensation structure in alignment with those expectations?

This list can easily run for pages, but hopefully you get the idea. The good news is there are many ways to create sales efficiency in your organization, the first step is to take stock of exactly what's going on now. If you have more questions, email me at rich@micromarketing.com.

[MichelleKMGI]

I always liked the solution based selling approach. I want to be a part of helping my clients be better at anything they desire to do. That approach transends many industries. Buyers buy from people they know and trust. What about doing a brainstorming session with your salespeople to see where they are all at? What are their objections, reasons for low sales..

Find out what they think. Ask what their obstacles are in making their sales? Is it in making contact? Getting permission to keep in contact with the prospect? Making quotes? pricing? lack of product to sell? or quality of product? It's good for a manager to know all this...

Here's a few ideas for them to do:

Have them join local chamber of commerces, BNI groups, and network....With advertising and marketing all businesses are your prospects. Perhaps one or more of your salesmen could put on free seminars on "How to promote your Business with Effective Marketing and Advertising". (you could choose a dozen other topics as well) You are therefore making your advertising salesperson an 'expert' in the area advertising and marketing. When businesses recieve free/helpful information thats when the trust starts to build.

Consistant communication (newsletters,email,phone) and keep that consultive approach with asking questions and trying to find out what they can do in relation to their prospects issues. Whether by phone or in person then you see where your products fit with the prospects pain. The salespersons goal should be to become a part of the process and STRATEGY to make the clients needs met.

Just a few ideas, I hope they may be useful!

Kindest Regards,

Michelle Embs

Edited by: Konica Girl on Mar 14, 2008 4:34 PM

[John Kay]

My experiance as a sales manager has taught me that one of the worst things you can do is give your sales staff "Hundreds of leads" I would suggest giving them 5 or perhaps 10 leads at the most along with a time table to contact the potential clients. Have the sales manager prepare a strategy for approaching these new potential accounts, handing a salesman a name and address isn't really a team effort. Request a written analysis of the results. Good luck.

[dcraig2122]

Sales people are the enemy.

The customer wants to get the job printed, the pressmen and prepress want to do a good job printing the job, the owner wants to deliver the job as quickly and highest quality he can. The sales person could give a crap for anything that happens after the PO is signed.

Whether the job is a Rembrandt or barely legible, the salesman gets paid and thier interest ends at the signature on the PO. I can't tell you how many times salespeople have said they don't care, they can go and sell used cars tomorrow. I believe them; Life is a scam to them, and we are suckers for them to take advantage of. They only sell because it's easy and they don't want to be bothered actually +knowing+ anything about what they are selling.

The only way to motivate sales is to publicly execute the poorest performer and give all of thier accounts to the best performer. If you are forced to layoff production personel, at least give them the satisfaction of knowing a crappy sales person was fired for poor performance. Don't worry; Sales are a dime a dozen; there is always a used car salesman who hates his job enough to come work for you.