Assembling a top.notch outside sales team

D) ECRUITING an outside sales force is a never-ending l\process. By continually seeking to identify potential candidates, companies can make a better decision when an opening occurs.

Although experienced salespeople speak the language, they are not always the most qualified prospects. According to Doug Murdoch, market development manager for TruServ, ability is far more important than experience.

Asked what abilities he looks for in an outside salesperson, Murdoch puts listening at the top of the list. "I don't think you can have a good outside salesperson who doesn't listen," he says. "In fact, I don't think you can have a good salesperson who doesn't listen."

Criteria he desires in a good outside salesperson include:

Listens

Able to solve problems

Keeps good records

Good planner

. Can work the plan

Able to effectively communicate

. Ability to learn

Loyal

Dedicated

Honest Competitive

. Demonstrates initiative

Exhibits resilience

. Self-confident

Displays a high level of energy

Exhibits self discipline

Able to analyze and make decisions

Persistent

Sales oriented

. Possesses good leadership qualities

. Can adapt to any situation

. Flexible

Emotionally stable

Likable

.Intelligent

There are several places to look for potential candidates:

(l) Youn coMpANy.

Many firms first consider their own employee base when filling an outside sales position. Businesses that have hired long range and are constantly building the quality of their personnel should have a roster sprinkled with potential candidates.

Promoting from within allows you to invest in a known quantity, while at the same time can invigorate the morale of all employees. Workers will see that there is room for opportunity and growth.

In the building materials business, the natural candidate for an opening in outside sales is the inside sales or contractor support person. Remember, though, that many people who thrive in a sales environment lack the discipline to do the prospecting and cold calling that outside sales require. Consider each candidate on the basis of how well you think their talents will fit in with the needs of the position. Promoting someone ill-suited to the job hurts both the company and the employee.

(2) TnB coMPErrrroN.

Recruiting from like businesses provides an outlet to experienced help, but can sometimes be a risky proposition. Is the salesperson being considered failing with your competitor? Are you recycling mediocrity? Is this person a Band-Aid to your needs?

Keep in mind that how candidates treat their current employer likely will be how, after you hire them, they will treat you. Murdoch advises avoiding salespeople who will jump to join you at the drop of a hat. Your target is the salesperson who is happy where he is and is not interested in leaving his current employer.

Avoid salespeople who promise to take all of their current accounts with them. More admirable is someone who would be offended by any request for current account information.

Avoid salespeople who say they failed because of price. You want someone who feels that quality and service are more important than price.

Avoid salespeople who demand some form of compensation guarantee. Look for someone who wants to be paid open-ended.

Murdoch suggests asking some of your established pro customers their opinion of some of the outside salespeople who call on them. There's no sense in hiring someone who seems qualified to everyone except the people they will be selling to.

Avoid salespeople who will jump

to join you at the drop of a hat, Your target is the salesperson who is happy where he is and is not interested in leaving his current employer.

Still, you may be able to attract qualified, successful candidates if you can demonstrate concrete advantages to joining your company. Possible advantages include:

Offer a wider selection of building materials

. Offer higher quality products at a competitive price

Excellent services support

. Inside sales support

Good credit history

Good reputation in the community and among vendors

Good commission with draw

Excellent benefits

. Growth opportunities (make sure one salesperson doesn't have all the best accounts)

. Training

Expense allowance

Equipment (such as pagers, mobile phones and company vehicles)

Territory exclusivity

Account exclusivity

Security

. Financially rewarding

(3) Youn SUPPLIERS.

Recruiting from associated vendors provides access to experienced salespeople whose strengths and weaknesses you've seen first-hand. Be warned, though, that your vendor probably will react in the same way that you would if the vendor raided your workforce.

As in the case of recruiting from the competition, ask yourself why a successful salesperson would want to jump ship. Murdoch says it may be that they are tired of overnight travel, constrained by the limited product lines distributed by their current employer, disheartened by a lack of future opportunities, under pressure to relocate or accept additional responsibilities, or unhappy with a change in corporate culture.

(4) Vn rHE MEDIA.

Advertising to the public at large through newspapers, trade publications and other media gets your name and number into the hands of a wide range of potential candidates. You are, though, competing with other companies for the candidates' attention and often are reaching a diluted audience. "My rule of thumb is that for every 200 resumes you might get, you'll get one good potential candidate," says Murdoch.

Employers afraid of attracting the wrong candidates sometimes use "blind box" advertising, which keeps the advertiser's name out of the ad. Respondents are asked to send their resumes in care of the newspaper or magazine. Ads should clearly identify a company's needs, for example:

BUILDING MATERIALS RETAILER hAS AN opening for a salesperson. Experience helpful, but not necessary. We will train. Some established accounts provided. Leads supplied for identifying new accounts. Salary to start, with liberal benefits. Send resume with salary and employment history to Box 123, clo The Merchant Magazine. Equal opportunity employer. Although applicants without experience may lack industry and product knowledge, they often can be compensated at a lower rate, at least initially, and may be more loyal if they are allowed to grow with the company.