Motiviating staff remotley

blackandwhite1986

Free Member
Jan 3, 2008
589
55
I would be interested to hear your thoughts and suggestions:

I have recentley taken over the running of our Sales Department - My first time.

Basically we have regional rep's covering the UK. When I came into this role it was clearly evident that there was not enough happening. I.E nice cash cow accounts with a tidy commision but no new accounts or enquiries were being generated plus I knew there was not even basic communication to said accounts or prospects, on top of that I know there were projects that we had not looked at!

Without giving away what I knew,I called a review meeting and requested that I had a monthly report of client interaction etc which was agreed upon.

One rep resigned when in conversation with a customer I said we would get said rep into to discuss the project they had been in talks over.....there was no project and the customer had not even heard of the rep....he had been looking after the account for 3 years.

8 months down the line I have discovered apprx a further 20 projects that we have missed out upon....basically we are having the p**s taken and I am looking like a chump despite even "spoon feeding them" leads and potential clients etc

My boss will not listen to me when I say, lets get rid. As such I seem to be stuck in a posistion of trying to "work with what i've got".

Has anyone been in this situation before?

Thanks in advance
 
Report Report Report

Those who are doing the business won't mind reporting, and those who are not will soon leave. Monitor as much as possible so you know exactly what they are doing with their time.
 
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Thanks for all your comments everyone, I've decided to put the electric chairs to one side for a while:p.

Telby,

I agree. Good news, one has already left!
 
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Thanks for all your comments everyone, I've decided to put the electric chairs to one side for a while:p.

Telby,

I am in total agreeance with you.

Basically the reps have come back to me regarding "not enough time in the day" and " we do work for other companies" bless 'em. As such, I have gone back to them and said I will be more flexible, but, I expect an answer when I ask what is happening with the ABC account ASAP. This gives me carte blanche to in fact increase the amount of monitoring I can put on them. Similairly I have told them in no uncertain terms, if you take the commission, we expect the work to be put in after it. Your other interests are not our concern especially if they have a detrimental effect on your work for us.
 
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Hi Telby

If reps are not performing to your standards first make sure that the standards to which you expect your reps perform are clearly documented as a policy. Watch out for breaches of existing conditions of contract. You don't want to get caught up in any constructive dismissal / breach of contract / tribunal claims!

Don't give your reps exclusive areas. When you forward an enquiry to them, if this enquiry is not responded to within a set number of working days then make it clear that it will be passed onto another rep or managed from head office.

Have you got a bonus scheme which rewards good performing reps?

Develop a regular mailing system for all existing clients encouraging them to come direct to you with new projects, you can then allocate these so you retain control. A regular email newsletter to your client contact point is cheapest and easiest method for keeping contact.

Hope this helps

Humphrey
5050vision.co.uk
 
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