I'm sure you don't believe that number, but it's true. Hiring a bad salesperson costs the average company between $400k and $800k. Look at it this way. We usually know we've made a bad hire somewhere between the fourth and sixth month. By the time we decide to replace this person, we are somewhere between the ninth and twelfth month. Now add up their salary, benefits and expenses. Nowhere near $800k is it? But don't forget to add in all the sales and profits you didn't get that went somewhere. The business that went to your competition. The business you'll probably never see.
Since the meltdown of 2000-2001 the world has become a very competitive place. Salespeople who came up in the 1990s are used to showing up and throwing up. If they had a competitive product and could deliver, they got their share of the business. Unfortunately, it’s not that easy anymore. Salespeople today need to be hunters. Skills most interviewees profess to have, but are often non-existent once hired. Remember this; salespeople know how to sell themselves. Often the best presentation they’ll ever make for you is the one that got them the job.
So the question you’re probably asking is, “How do I find hunters?" And the answer is not that complicated. Hunters have certain skill sets and behaviors that can be measured. When the right series of questions are asked in a controlled environment the correct answers that define a hunter will come out. These questions are contained in a new hire sales assessment from the Devine Inventory.
What is the Devine Inventory? Rather than going into a long elaborate description of their company and its history, you'll learn more by taking a look at their evaluations. Developed in conjunction with the Sandler Sales Institute, they're designed to help you hire the right salespeople, those individuals that will make a major impact on your revenues. Those salespeople that can sell and will sell.
To learn more about this author, visit Michael Luckman's Website.
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Michael Luckman
(Visit Michael's Website)
Michael has been involved in sales,
marketing and training for over 39 years,
with companies such as Milton Bradley,
Playskool, Gund and for many years his own
award winning sales and marketing firm,
Michael Luckman and Associates. His
experience runs the gamut from consumer
product sales to national retail chains,
on up to seven-figure management
consulting projects to the Global 1000. In
1975, as Director of Marketing for
National Semiconductor, he brought to
market the first electronic toy, the “Quiz
Kid,” creating not only that years #1 toy,
but an entirely new industry.
Early in his career Michael was one of
five senior buyers for Toys R Us. It was
in this capacity that he realized that not
all sales people were created equal. The
truly professional had a system that they
followed to control the selling process.
The majority though, had no system, and
soon defaulted to the buyers, and dropping
the price was always a part of that
system. When he went back into sales he
vowed to be a professional, but it wasn’t
until he discovered the Sandler Sales
Institute and its non-traditional sales
methodologies, that he realized what a
truly professional sales system looked
like.
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