Financial Data
Updated 21 Feb 2020


Breaking the mould: The rise of the new salesperson

In the contemporary business environment, many organisations do have customer feedback loops in place, but few incentivise salespeople to maintain good relations after the sale has been made. Why are these good relations necessary? 


David Sand, 02 February 2017  Share  0 comments  Print


All the answers to your unique business lifestage questions

In a remarkable finding, The Council on Financial Competition states that: “It costs 5 to 10 times more to attract a new customer than to keep an existing one”. The implication of this is very clear: Keeping a client means that your sales to cost (to garner business) ratio translates directly into higher profit margins. 

The evolving role of sales 

Firstly, and it should go without saying, delivery on your promises as a provider of a good or service is fundamental to repeat business. If you cannot produce what your customer is paying for, they will, rightfully, seek your product or service elsewhere. For the purpose of this argument, let’s suppose that your organisation has gotten this fundamental right. We can then move on to the realm of aftersales service. 

Related: How your small start-up can make a superstar sales team

Too many sales managers, arguably, view aftersales service as being beyond the purview of the sales department, but research challenges this assumption. The fact of the matter is that sales staff are the tip of the spear and the first representatives of your company that clients interact with. They are, therefore, the human face of your company, and the first person with whom clients develop an important relationship. Capitalising on this relationship should be an obvious stratagem to adopt. 

Do more than just sell, sell, sell

Sales -person -advice

Using your salespeople to continue to build company-customer relationships is vital in strengthening rapport and bringing in repeat business. In essence, a successful sales call means that the call has not ended with the sale. 

The nature of salesperson remuneration, however, creates a problem here: when salespeople earn commissions on sales they will focus their attention on developing and converting new leads. Whereas this is their primary role within the company, incentivising them to engage in active relationship building and maintenance will be worth the while.

Reward for more than sales

A savvy sales manager may want to implement an incentive programme that encourages salespeople to communicate with clients on a regular basis post the sale. Emails and phone calls are simple tools, but extremely effective nonetheless. The result, psychologically, will naturally be that the client will feel that there is a personal connection at play rather than a purely professional one.

Related: The 15 characteristics of people who succeed at sales

Although a salesperson isn’t earning commission on this relationship building exercise, an incentive programme that clearly stipulates and rewards post-sales duties will act to spur your salesforce to retain clients.

In summary, as the business environment is innovative and dynamic, traditional roles placed upon employees or channel partners should also be continually evolving: in this specific context, the role of a salesperson has clearly expanded and could appropriately be seen as that of brand ambassador, whose duties extend beyond garnering new business. Remuneration for this new role should include not only sales commissions, but also incentive rewards for building and keeping excellent relations with the various respective decision makers.

Rate It12345rating

About the author


David Sand

David Sand – CEO and founder of UWIN IWIN (Pty) Ltd -1994, with offices in South Africa, Kenya, Egypt, Ghana, Nigeria, India and Brazil. 2013 Global President of Site Global, the professional association for leaders in the motivational events and incentive industry. He is regarded as a pioneer in the field on online incentive point banking and online loyalty, recognition and reward fulfilment. David is also the founder of the Youth Employment Index a non-profit company that addresses youth employment issues in Africa.

Introducing the theft & fidelity protection for your business

Theft and fidelity cover are often confused with each other. Bryan Verpoort discusses the difference between the two and why your business should be putting measures in place for both of these risks.

Login to comment