Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68 Page 69 Page 70 Page 71 Page 72 Page 73 Page 74 Page 75 Page 76 Page 77 Page 78 Page 79 Page 80 Page 81 Page 82 Page 83 Page 8440 / SEEDWORLD.COM JANUARY 2017 WHAT DO YOU expect from your sales force? Most company managers would say, “Sales, of course. We expect our salespeo- ple to sell.” But as obvious as that response may seem, for most it’s not the right one — you’re expecting too much. We expect too much from our field sell- ers today because we haven’t adequately prepared them to face the 21st century farmer. Today’s growers are the most sophisticated in history—many have had as much or more education than the reps calling on them. Farmers have gotten sig- nificantly larger and fewer in number. The sheer scope of their needs, along with their sophistication, makes them very powerful and much harder to sell than in the past. Years ago, you could hire field sellers, give them an order book and a pen and tell them to go sell. Many succeeded. But not today. The marketplace has become increas- ingly dominated by companies whose only method of getting a sale is offering a cheap price. That strategy neutralizes unskilled sales reps, but gives the skilled sellers the opportunity to differentiate themselves, sell value, and keep their margins. The bottom line is that we expect too much from our sales force because we haven’t adequately prepared them for what they’re being asked to do. I train field sellers all over the world and see many companies throw away opportu- nity because they aren’t giving their sales forces what they need. Reps need to know how to get appointments, lead the con- versation, and get sales without giving up their margins. Here are three things you need to do with your sales force starting in the new year: SALES COACHING Are You Expecting Too Much From Your Sales Force? ROD OSTHUS PRESIDENT, R.C. THOMAS COMPANY @RodOsthus • rod@rcthomas.com • rcthomas.com 1. Conduct ongoing monthly tactical sales training sessions on how to sell to today’s farmers (not just training on prod- ucts, technologies, and services). 2. Challenge them to “think bigger” and set higher sales goals than ever before. 3. Create an actual plan (not a program or gimmick) for them to achieve their new sales goals and give them the skills they need to reach that goal. If you’re not conducting on-going monthly tactical sales training sessions on how to sell to today’s farmers, you’re expecting too much from your sales force. Companies need reps who can sell them- selves, the value of their company and the value of their products. Are you expecting too much from your salesforce? I guess it depends upon what you really expect—success or mediocrity. FAMILY-OWNED BUSINESSES like to promote their heritage. It’s a great sell- ing feature. But they don’t often articulate exactly why they often have a leg-up over their larger, corporate competition, and why that matters to the customer. Yes, family-owned businesses have a heartwarming image. We all love the thought of a mom-and-pop shop where multiple generations can be found on staff, and where the company’s history can be easily traced back to when grandpa built it with his own sweat and steadfast work ethic. But there’s a lot more to it than that. Family-owned businesses provide more than just a feel-good image, and here’s why. Better staff relationships. People who work at family-run companies spend a lot of time together outside the office. They see each other on the weekend. They mean a lot to one another. At work, this translates into great service that customers need and want. Because they care about one another, the employees care about the company and want it to succeed. Superior customer service. When deal- ing with a family business, if a decision needs to be made promptly, you can get ahold of the right people and have it addressed. Seed specifically has always been a niche market, and the industry is generally made up of family-owned businesses. Yes, the big-name corporations are out there, but even those were started as mom-and-pop companies. At a family business, when you call for service, you tend to see the service manager or one of the techs — you’re not forwarded to a big long chain of command where you’re not sure who you’re talking to. It’s all straightforward and transparent. SEED CONDITIONING Why Family-Run Businesses Have an Edge BRANDON DICKINSON OLIVER MANUFACTURING PARTS MANAGER Brandon.Dickinson@olivermanufacturing.com • olivermanufacturing.com The seed industry is a tight-knit group. We know the problems that different com- panies have due to different geographic locations, and we understand one another. Seed is a lifestyle, and so is working for a family-run company. Everyone strives to be an upstanding member of the industry they love. At family businesses, tradition is big. That family background gives them an upper hand. Customers take that to heart — they know they’re dealing with people who are proud to be members of the seed industry, and who are invested at a family level in the company they work for. You want that when you’re making a big purchase.