Continued Q&A From April 2015 Webinar

We will continue to address some of the most pertinent questions that were asked during our latest home improvement webinar.

Q: What is the best compensation plan for salespeople?

A: Compensation is a key. So let’s start out with a couple of “do not’s”. Avoid paying salespeople on a profit sharing basis. The profitability of each contract should be measured against the allowable compensation built into your price. Incentive compensation where contracts are constantly sold within those parameters or what is considered above average profitability could be considered at the end of every quarter or at the end of each year.  As an example, if your salespeople are selling a product where the cost of goods is 45% of the selling price, in cases where they exceed this number your profitability is diminished, whereas when their jobs come in “collectively” below 45%, your profit is increased and you could pay an adjustment bonus.

Q: Is there more to understand about sales compensation?

A: The answer is much more, but see if this helps.  Salespeople work best when they understand their function is to present your company and your product in a highly enthusiastic matter which portrays your company and your product at a price level which is perceived as “your job is worth what you are asking for”.  When the salesperson sells a job for the amount indicated in your price list they essentially earn a commission.  In terms of specific percentages, commissions can vary from 7-10% on the average specialty product. For example, “quick turn” products such as siding, windows, bath refitting, where the average contract is from $6-15k, the commission will probably be in the 8-10% range. “Big ticket” items such as sunrooms and basement refinishing, where the average contract can often be $35-40k, the commission base is usually around 7%. Again, this takes into consideration the various “profitability adjustments” you can make at the end of a quarter or year. Also, once the job is sold and approved for installation and you have a deposit, most organizations advance the salespeople as much as 50% of the applicable commission with the balance being due once the job is completed.

Q: How do you keep salespeople motivated to insure consistent productivity/sales?

A: Selling directly to consumers has many “ups and downs”and ”emotional highs and lows”. As an example, the salesperson may miss a deal they thought they should of sold, or they’ve sold 1 or 2 deals that were turned down for credit or were cancelled. The latter usually creates an emotional “down”.  Management’s role in all of this is to say and do things that keep the sales person inspired and upbeat. Salespeople have to be stimulated to constantly think positively. The later requires that they are using presentation methods which help them in this area. The daily papers and the news media are loaded with negativity which often infects the thinking/feeling of salespeople.  In many cases they believe the prices are too high and the leads are not good enough.  It is management’s responsibility to employ methods which constantly reinforce to the salespeople that they work for a good company and that they are being well trained. And if they continue to do what’s right within the framework of your training their outcomes will be positive. If you have access to video training or outstanding inspirational speakers on DVD, use them to get your salespeople feeling “up”.

Q: Are most companies these days offering a “draw” during a specific training period? If so, how much?

A: Whether it’s a draw or an advance, the answer is for the most part, yes. If you are treating your employees as independent contractors or as 3508 employees you need tax advice to be sure your protocols are correct. The purpose of a draw or advance is to help stimulate the salesperson to grow during the training stage, while making them feel part of “the team”. The “draw” should be clearly defined in a simple agreement acknowledging that it is an “advance” which is due to be repaid. Many companies hire salespeople with the understanding that the first and sometimes second week are for training purposes and thereafter the draw will be paid. In general, it’s a good idea but has to be carefully administered to meet the requirements of “law” which vary from state to state.

Q: I never was a salesperson, never had any sales training, and now I own a company and have four salespeople and in some ways I feel at a loss for not understanding what you mean by “sales structure”.

A: This is extremely normal. As quickly as possible, find a way to ride in the field with your salespeople, go on a call with them, do not get introduced as an owner, and just observe what they do. There are many myths regarding in-home selling that may surprise you. In addition to all else, do a behavioral profile to find out if you have certain aspects of your behavior which are adaptable to selling. This might surprise you. We have clients which are large corporations and the president or chief financial officer has little or no experience in selling. However, they do understand what salespeople go through because they follow the example I just cited regarding “going into the field” with their people.  You can have the same experience and results.

Q: What do you do when you have a good salesperson who sells good business but abuses prescription medications?

A: If you are implying that you have someone who is even mildly addicted to prescription drugs this individual should not be entrusted with leads, access to your customer list, or even, be an employee of you company. In the event of some horrific accident you will be treated by the legal profession as a “deep pocket” whether you are or not. Those who misuse prescription medications on a regular basis are unfortunately addicts. We advise most of our clients to have a provision in their employment agreement that calls for immediate dismissal in the event of such behavior.

Dave Yoho Associates produced amazing results for us! Every percentage point of improvement in our lead issue rate translated to an additional $500,000 in business.

Brian Leader, Founder
Improveit! Home Remodeling

I learned an abundance from your canvassing training. Thank you so much for helping us revise our methodology!

Lynann Everett, Interactive Marketing Manager
RbA of Northeast PA

Our remodeling business had annual sales of under $9 million when we became contract clients of Dave Yoho Associates. Due to their training and systems, our revenue soared – – we are headed for over $35 million this year.

Vince Nardo, President
Reborn Cabinets

Immediately after your training, I ran my first solo appointment and got the order for $16,088! I beat out a reputable local remodeling company whose bid was $4000 less and was referred to by the customer as a slightly ‘better’ product.

Sara Zarndt-Brickey, Operations
Re-Bath of Illinois

We found Dave Yoho Associates extremely professional and knowledgeable in evaluating our current business model and recommending specific solutions that will improve our efficiency and profit.

Wasyl Bodnar, President
Ventana Design, Sales, and Manufacturing

I’ve been a client of Dave Yoho Associates since opening my business six years ago. In that time, their training program and sales methods have helped us build a successful organization. Their system is the best I’ve seen so far in any industry!

Ken Sherman, Owner
Brookstone Windows & Doors

Dave Yoho Associates provided guidance, advice, best practices, and support to our entire staff. Our company has improved across every level after working with them.

Cris Keeter, Owner
All-States Exteriors

It was an honor for us to have Dave Yoho Associates hold a sales meeting for our team. Everyone was enthralled by the powerful content that we are already implementing throughout our business.

Rick Otto, VP of Sales
Coach House Garages

I want to thank the entire team at Dave Yoho Associates for meeting with our Canvassing Managers last week. The knowledge we learned in only one day was invaluable.

Jason Hollister, Proximity Marketing Manager
RbA Southard Corporation

I would like to thank Dave Yoho Associates for their consulting services. For me, the meaning of ‘value’ is getting more than what you paid for, and their services truly exemplify this.

Aaron Heth, Director of Sales


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