Like a star wide receiver on a football team, the humble account representative is well aware of his/her importance in the success of a dealership and how their performance is a driver of success. While salespeople aren’t as petulant, moody or self-absorbed as wide receivers (or at least we hope they aren’t) it doesn’t mean they won’t test the “free agent” waters, so to speak, if they feel they’re undervalued or unappreciated.
While some reps desert through no fault of the dealership, an inordinate amount of turnover could well indicate the issue is structural to the company. That may require a full tear-down and reimagining of your compensation package. For most, the changes necessary could be subtle in nature.
To kick off this month’s State of the Industry report on hiring and retention, we begin with an overview of the bread-and-butter hunters and some of the enticements that keep them aboard for the long haul. The last thing you need is your top scorer demanding a trade, so our dealer panel shares its experiences with keeping them content.
Proper Tools
One of the most common issues is when account representatives feel unsupported. Jim Haney, chief marketing and technology officer for Doceo of York, Pennsylvania, notes the problems arise when reps are handed a territory and a quota, and left to their own devices with outdated tools and bare bones strategic support. That, he feels, is a recipe for burnout and attrition.
“We’re taking a different approach. We’re building infrastructure that actually helps reps sell, including AI-powered proposal tools, a custom CRM, competitive intelligence resources, and marketing support that generates real opportunities,” Haney said. “When a rep feels like the company is invested in making them successful, not just measuring whether they are, the dynamic changes.”
In addition to the tools, Doceo seeks to provide experienced reps autonomy where they’ve earned it, and offering structure and coaching for those salespeople still in the development phase. “Not every sales professional needs the same management approach, and recognizing that has been important for us,” he added.
For WiZiX Technology Group in Roseville, California, it’s essential to focus on four aspects within the dealer’s control. The big four are flexibility, a competitive and motivating compensation plan, eliminating operational friction and celebrating wins as a team, notes Tyler Johnson, senior vice president of sales.
“Combine that with public recognition and team driven, and you create an environment where both green reps and veterans feel confident they’re in the right place,” he said.
Awesome Trips
In an industry that sees a relatively high rate of turnover, it’s key to have at least the basic enticements covered. UBEO Business Services of Austin, Texas, holds onto its biggest stars through competitive commissions and bonuses, ongoing training, career advancement pathways, and recognition programs, according to Melanie West, the west director of HR for UBEO.
The shock and awe associated with an amazing president’s club-type trip doesn’t hurt, either. “Incentives like awards, trips where we have taken employees to Florida, Maui, Aruba, Europe and so many more wonderful vacation spots, along with flexible schedules, have proven effective,” West said.
There’s no sure-fire way to ensure account reps won’t start looking for greener pastures. Plus, there’s no defending a geographic uproot when it’s motivated by family relocation or other variable beyond what dealers can reasonably expect to counter. Vince Miceli, vice president of Pulse Technology in Schaumburg, Illinois, is always on the lookout for great ideas.
“We are always looking for the ‘secret sauce’ to make recruiting and retaining easier,” he said.
