SGS helped Meyers assess its current sales force and non-selling support staff, and establish a process for assessing candidates. Turnover took a dive, according to Fred. "POS was hiring 10 people to get just one good one. After two years and $200,000 in hard costs, we would fire the ones that weren't working out. We aren't just saving those hard – more... costs; these people were consuming other employees' time. We were no doubt losing good opportunities. Maybe worst of all, we were risking Meyers' reputation." Now that Meyers is relying on a comprehensive objective process for attracting, recruiting, screening, and hiring sales candidates, their sales team is 20 percent, and costs associated with estimating and creative services are down. But the hit rate is higher. "Our focus is sharper, the clutter is gone," Fred explains. And initially, while some people who fought the new environment or couldn't execute in it left, Gregg says that today's improved retention is much higher as a result of applying several SGS' principles and management tools. "We segmented our accounts, so the sales force handles A and B accounts, and customer service staff handles C accounts (smaller volume, less frequent contact)," says Fred. "This arrangement has not only given our customer service staff a development/growth opportunity but also a great appreciation of the salespeople. Now we feel there is a real team effort between customer service and sales." "The new, commission-based compensation program rewards the kind of behaviors we're looking for," says Fred. "There's a built-in incentive to stay focused on higher value products. – less – More from ZoomInfo »
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