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You have recently been transferred to Chicago as the new district sales manager and have had a chance to spend some time with each of your salespeople. For the most part the sales team you are managing has done well, but as usual there is a big difference in the sales generated by each salesperson. One of your low producers is Tim, whom you are meeting with today. At first, you thought that Tim may just not be right for the position, but after spending some time riding along with him in his territory you are convinced that he has what it takes to be a good salesperson. Observing him during sales calls you are convinced he has the right presentation skills and he set a challenging schedule of calls during the two half-days you spent with him.
After some opening chitchat, you ask Tim to explain why he thinks his sales are not as high as they should be. “I really don’t know,” exclaims Tim. “ My close rate is good. I make as many calls as the next guy. I have a good territory with potential. I work hard. I think I have the right customer service attitude. I try to treat all my customers the same – as if they are the most important customer I have. I work my territory systematically and I call on each customer once a week. I really don’t understand how these other guys do it.”
Questions:
1) How would you respond to Tim?
2) Based on the above conversation, what steps would you take to guide Tim towards greater productivity?
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