Sales Director, Commercial SMB, Montréal, QC - 1 November 2016
It was a great place to learn for a junior, however, it was a challenge because of the compensation plan. It was commissioned only for them. It took a while to get the confidence and the “know how” to get sufficient sales volume to build a decent salary. The result was a very high turn over in the sales force. Many were called but only a few were chosen at the end of the day.
For the manager, it was a constant go back to square one. After a while it gets to you because making quotas become more and more difficult because of the heavy turn around in sales staff. On top of managing daily activities, one must carry on looking for new staff, train them, go out and about with them without neglecting those who are being successful. At one point in time one gets to ask himself what comes first the egg or the chicken.
A small base salary, to take care of a minimal “security” aspect would secure a “safer” environment for the sales force and would limit the turn over in staff. Event the best one had bad months and were not able to make ends meat at home. Some were leaving after being trained appropriately and starting to experience success because they could no longer pay for gasoline to come to work. It was brutal, when anyone had a bad month. A minimum allocation would have ironed out those issues and a more stable sales force would help reach quotas faster and more often than ever other months.
A sales rep under financial pressure does not show the confidence required to close sales smoothly, one gets pushy and potential client gets cold and push back by getting less responsive.