James is a sales manager at his manufacturing company. He recently hired a host of new sales people to join his team. He is excited about the possibilities but want to ensure he channels their capabilities and compensates them accordingly.
He’s heard horror stories of sales people who worked under managers that didn’t pay them well. And, to be honest, he’s had a few run-ins with that type of scenario as well. This time around, he’s realized that putting a solid sales team together requires much more than filling job titles.
Therefore, James aims to evaluate the specifics of each person’s tasks and motivate higher performance for different sales roles with different compensation.
To determine the right compensation, James labels his sales members based upon their specialized competencies and capabilities to address objectives within the organization. Here is what he discovers:
1. THE CLOSER
The account executive, labelled the closer, is your traditional sales person who closes deals and brings in new business. Account executives work with prospects that have already been qualified through an established interest in the product or service. They must be incentivized for increasing revenue, market penetration, profit, or improving product mix.
2. THE HUNTER
The sales development representative, labelled the hunter, gathers and analyses research from a variety of sources. They build targets and engage with contacts to gauge interest. An efficient hunter will tee up qualified leads for the account executive to close more easily. Building an incentive plan ensures new leads will motivate this type of sales person.
3. THE EXPERT
The sales specialist, labelled the expert, supports all aspects of sales by presenting demos and developing proposals. Selling to prospective versus new or established customers can also be more challenging. This is where the expert comes in to provide any in-depth industry-level information to the other team members.
4. THE FARMER
The customer success representative, labelled the farmer, focuses on renewing sales and up-selling current customers with different add-ons. A team of customer success reps guarantee you don’t miss opportunities to increase revenue by interacting with current customers and reducing churn.
5. THE LEADER
The sales manager, labelled the leader, is like a coach, and coaching is a critical part of a sales manager’s job description. Holding the most critical responsibility for their team’s performance, sales managers also need to be rewarded for that performance. Rewarding sales managers for team success motivates them to deliver the best numbers possible.
With these 5 types of team members identified, James can know look at incentives and rewards to keep each team member motivated and progressing in both productivity and revenue.
If you want to create a sales team that is effective, efficient, and happy to work for you, click the link below for more information.