Why Salespeople Are Unhappy

Manufacturer's Challenges and Solutions in Sales Force Management

When a manufacturer complained about the lack of tenure among his direct sales force and the expense of maintaining factory salespeople crippling his sales activities and bottom line, he was attentive to a cited study. The study revealed, "One in five sales workers are not happy in their current positions, and 33% say they plan to change jobs by the end of the year," according to a CareerBuilder.com survey. Main reasons for dissatisfaction included pay, increased workload, and lack of career advancement opportunities.

The survey, Job Forecast 2006 — Sales, conducted from November 15, 2005, to December 6, 2005, highlighted that 55% of sales workers did not receive a raise last year, and 67% did not see a bonus, leading to 53% expressing dissatisfaction with pay. Additionally, 61% noted increased workloads in the last six months, with 43% finding their workload unmanageable. This has affected their work/life balance, with dissatisfaction increasing from 27% last year to 36%.

Advancement within the company also remains a challenge, with 82% not receiving a promotion last year and 35% dissatisfied with the advancement opportunities. Mary Delaney, chief sales officer at CareerBuilder.com, emphasized that top sales performers, aware of their demand, are likely to join companies offering better deals, urging employers to adopt creative recruitment and retention strategies, including increased pay and flexible work schedules.

What One Manufacturer Values in His Reps

A manufacturer highlighted the importance of a voracious appetite for knowledge and regular factory visits in his reps. He noted the competitive edge gained through reps who are proactive in learning and maintaining strong factory relationships. Regular factory visits were particularly emphasized for keeping up with new developments and maintaining strong internal communications.

Growing Too Big and Out of the Relationship

A smaller manufacturer shared his experience with an agency that grew too large, leading to a reduced share of the rep's time. This situation was resolved through a meeting that led to a mutual agreement to part ways, with the rep recommending three other reps, one of whom has proven very effective.

Providing Extra Care for a New Customer Pays Off

Following a rep's suggestion, a manufacturer took extra steps to solidify relationships with new customers, including sending personal notes and conducting strong follow-ups, which proved beneficial even amidst strong price competition.

More on the Perfect Principal

Agency Sales continues to explore "Perfect Principals" recommended by reps. One enthusiastic rep recommended three manufacturers, highlighting their supportive nature in joint field visits, excellent in-house support teams, and a strong emphasis on making reps feel integral to the team.

Quickly Correcting an Error

A manufacturer shared his quick learning from an error made after switching from direct sales to independent manufacturers' reps. He emphasized the importance of supporting reps as much as, if not more than, direct sales staff, including regular audits and ongoing training for inside staff on effective collaboration with reps.

Training Works Both Ways

In a discussion about the importance of training, a rep with over 30 years of experience highlighted that manufacturers who prioritize training are the easiest to work for, as they understand the challenges reps face and are proactive in addressing potential problems.