Your Growing Sales Team
You might call it a hybrid sales team but that doesn’t mean it’s a new electric model. It’s what you have when you combine the sales force that got you where you are with the sales force that will get you to where you want to go.
There are many areas to consider in building this parallel effort within your business. While you value the team that you have, you realize that you need to change the approach to growing the business. Who do you hire and where do you find these people? Are they experienced in all things print or are they experienced in all things in connecting with clients? They may come from internships, clients and suppliers or even from outside the industry. How do you make your company the place to work, how will you pay them, how will you support them, who will they call on, what’s the sales process you want them to follow and how can you increase the odds of your mutual success? I know, so many questions.
This is your chance to hit the reset button without causing a major distraction to your existing sales organization. Some of the “must haves” and the “nice to haves” in building out this team would include:
- Looking for this type of candidate is a new venture for most. You won’t be looking in the same places and you won’t be looking for the same kind of talent either. Use your networks, use LinkedIn and other sites proactively and making your company the place people want to work at are key drivers.
- You must clearly define what you are looking for and articulate your expectations and what success looks like for both you and the sales rep.
- These people will be inquisitive, and they know how to engage clients to uncover opportunities. They will meet clients face to face, through virtual and real-time networking opportunities and leverage their contacts to find new opportunities. They will have a good business sense and be comfortable in making the best business case for your company to win new accounts. They will wake up every morning with a drive to grow the business.
- Utilize one of the various assessment tools available. Use them to validate or question your thoughts, assist you during the interview process and to use as a coaching guide once the person has been added to your team.
- Review the type of leadership, training and coaching (yes, there is a difference between these three) you can and need to provide and fill in any gaps you uncover so this initiative will have the best chance of being successful.
- Be prepared to lead this group in a different manner than your legacy, existing sales force. Most of these reps are motivated in a different way, and see themselves in a different business than your legacy team.
- Have a plan to integrate these new reps into your existing culture and infrastructure but don’t be afraid to change things up a bit.
Mike Philie can help validate what’s working and what may need to change in your business. Changing the trajectory of a business is difficult to do while simultaneously operating the core competencies. Mike provides strategy and insight to owners and CEOs in the Graphic Communications Industry by providing direct and realistic assessments, not being afraid to voice the unpopular opinion and helping leaders navigate change through a common sense and practical approach. Learn more at www.philiegroup.com (launching soon), LinkedIn or email at email@example.com.
Mike Philie leverages his 28 years of direct industry experience in sales, sales management and executive leadership to share what’s working for companies today and how to safely transform your business. Since 2007, he has been providing consulting services to privately held printing and mailing companies across North America.
With the changes in technology, market conditions and client expectations, business leaders can no longer wait and hope things will improve on their own. Business transformation is no longer a once-in-a-lifetime event. Rather, it has become an ongoing reality.
Changing the trajectory of a business is difficult to do while simultaneously operating your core competencies. Mike provides strategy and insight to owners and CEOs in the Graphic Communications Industry by providing direct and realistic assessments, not being afraid to voice the unpopular opinion and helping leaders navigate change through a common sense and practical approach.
His no-nonsense presentations offer tools for organizational change, performance management and strategic sales growth through both organic sales and acquisitions.