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Curious as to who is using Jr. reps for the sales dept structure and if you are, how did you structure the details of pay between the two reps etc. I need to find a structure that works as that's the route I am going to go from now on most likely. 

"If any of my competitors were drowning, I'd stick a hose in their mouth and turn on the water." - Ray Kroc

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Thanks Art. we just hired a guy with zero experience but "seems" to be hungry to make money (time will tell) 

It's extremely hard for me implement a true training program that I/we can stick to by being a selling sales manager....I won't go into what I think about selling sales managers as that's probably best suited for another conversation. Just what we are working with right now. Throw into the equation I am the son of the owner and that entails about 50 other things each week that get thrown on me other than selling in my territory that I've been in 10 years, but can't quite dedicate the time necessary to fully work it anymore, along with doing tasks associated with operations and various other parts of the business each day.

Anyway, I got off on a tangent but I believe this could be a win-win for the tenured rep to work with him and help him so he makes money and can hopefully cover double the ground and then gain the experience to move into his own territory and in time have his own rep(s) working under him.

Last edited by Jason H

Newbies and rookies should only be in the office in the AM for a 15 minute review and then they are gone for the day, knocking on doors.  You can judge them by the cards they bring back or by the business cards that they need to replenish.  250 business cards should last only 13 business days or so.   If they are not asking for more cards in ten business days, there is then a problem.

Agreed, I always love when someone says they work their ass off but when you dive deep into it and find out your ordered them 500 business cards 3 months ago and they still have 200-300 left. 

I had someone say they were working like crazy and not finding anything and their 1000 card box had about 100 cards gone after a month or so. 

 

Last edited by Jason H

I have done a similar model in the past.  I took my top 3 reps from my team, offered them 1 of 2 jr reps "No business to business sales experience".   I divided the rep's existing territory into Core and Overlay accounts.  Core accounts were proposals in the last 6 months and selling meetings within the last 3 months.  All other accounts in the territory were deemed overlay.  Comp was small salary plus 50% commission on overlay territory deals, 20% on Core territory deals.  The Jr rep could only make prospecting calls on the Overlay accounts.  The Sr rep had to continue prospecting on the Core.  I would review the Core and Overlay meeting activity every 90 days and potentially re-adjust territory classification.  The Jr rep could only engage on a core account if the Sr Rep invitied them into the account.  This was usually only for customer satisfaction or analysis/roposal support reasons.  I created the classification in our CRM to keep track:

  • Core touch
  • Core Do not touch
  • Overlay
  • Overlay Meeting (Last meeting date had to stay within 90 days)

I tried adding 1 jr rep at a time - it didn't work nearly as well as bringing two in at one time.  They supported each other and it helped them figure out how to be more successful as individuals.

It worked out really well.  It helped me stabilize turnover for less than 1 year reps, Top reps were selling more, customer sat increased and I got more time back in my day to run the strategic initiatives versus entry level sales training and handling the customer complaint calls that my reps aren't getting back to them.

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