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Wearing Two Hats Costs A Sales Professional Sales

Guest post by: Virden Thornton

Article Overview: It’s difficult at best to reprimand a staff member for poor sales performance, but almost impossible to do it when the reason for a lack of sales is that the representative was servicing a large account. If wearing two hats (sales and service) is not critical to your organization’s success, why set up an impossible management situation.

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Wearing Two Hats Costs A Sales Professional Sales

In many businesses and professional service organizations today, sales team members are asked to wear two hats--the “sales promotion” hat and the “customer or client service” hat. In some organizations this dual responsibility for the sales staff can not be avoided, but in those organizations where this sales and service function is not set in stone, you would be wise to off-load the service responsibilities from your sales professionals to members of a service team.

Sales managers don’t need built in structural excuses for poor sales performance. However, by asking your sales team members to service accounts, you give poor performers a perfect way to excuse their lack of sales by simply telling you they were working on problems for their clients or customers and had less time to make sales or prospecting calls. For the 80 percent of sales professionals that sell 20 percent of the goods and services in the United States and Canada, the two hats role is an ideal situation. If they have a choice in the matter they will always gravitate to servicing accounts and taking orders over generating new business from their selling activities.

It’s difficult at best to reprimand a staff member for poor sales performance, but almost impossible to do it when the reason for a lack of sales is that the representative was saving a large account. If wearing two hats is not critical to your organization’s success, why set up an impossible management situation.

It is vital that you take away every structural activity performed by sales team members that gives them an excuse for not being in front of decision-makers selling your products or services. In the long run, setting up an order desk and support staff are far more cost effective than taking sales professionals away from their primary responsibility of bringing in new business for your company or professional organization.

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About the Author: Virden Thornton
RSS for Virden's articles - Visit Virden's website

VIRDEN J. THORNTON is the founder and President of The $elling Edge®, Inc. a 23 year old firm specializing in sales, customer relations, personal coaching and management training and development. Clients have included Sears Optical, Eastman Kodak, IBM, Deloitte & Touché, Bank One, Jefferson Pilot, and Wal-Mart to name a few. Virden is the author of Prospecting: The Key To Sales Success, Organizing For Sales Success, 101 Sales Management Myths, A Realtor's Success Formula, and two best sellers 101 Sales Myths and Building & Closing The Sale. He also has a video/audio tape training program entitled Close That Sale, published by Thompson Learning. He has also authored a Self-Directed Learning series of sales, coaching & team development, telemarketing and personal productivity training guides. To obtain a substantial discount on two of Virden's new manuals, 101 Sales Myths and Organizing For Sales Success, just go to http://www.TheSellingEdge.com/book1.htm Note: You can contact Virden at virden@TheSellingEdge.com. You can also see an expanded biography at: http://www.TheSellingEdge.com/bio.htm

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