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What is a fair percentage to pay a salesman? Do you base if off the profit of the job or on the total sale?

I have a a great guy that is bringing in new clients and work and I want to reward him for the efforts, but I dont want to overpay him that new work becomes less profitable that its not worth doing. I hope this makes sense. So if anybody has some insight please share!



Posted (edited)

Profit with fair market price and go find the best price available.

 

Top line sales commissioning encourages unrealistic pricing during tempting scenarios.

 

Sent from my SM-N900P using Tapatalk

Edited by totalautocare
Posted

What is a fair percentage to pay a salesman? Do you base if off the profit of the job or on the total sale?

I have a a great guy that is bringing in new clients and work and I want to reward him for the efforts, but I dont want to overpay him that new work becomes less profitable that its not worth doing. I hope this makes sense. So if anybody has some insight please share!

 

This is really a great question. I have struggled and continue to struggle with this question. I have made many mistakes dealing with this and have not really settled the matter.

 

The closest compromise that I have reached is that I have a sales team paid a base and commissions. For example, their work entails keeping up to date and servicing the account, plus deriving a 1.5 to 3% of the gross billing above the cost of their base. There is a one time commission on new account acquisition too. A very good sales guy should be bringing you about $2.5mm is gross business minimum. You want good credit worthy accounts that pay on time and no hassles collecting your money.

 

Having said that, this questions always leads me back to the most fundamental question which is, how much should I be making out of my business for my time and investment?

 

I am certain that you will reach a point where you will have to choose to take your money and run from the industry, or stay invested and continue to work in the business.

Posted

You're not going to find a magic commission number. We worked with our business coach for months to establish pay matrices for techs and SAs that reward their performance, satisfy overtime requirements (very important) and meet our profit goals. If you can do all this on your own, you are a genius. If not, get a business coach.

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  • Have you checked out Joe's Latest Blog?

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      It always amazes me when I hear about a technician who quits one repair shop to go work at another shop for less money. I know you have heard of this too, and you’ve probably asked yourself, “Can this be true? And Why?” The answer rests within the culture of the company. More specifically, the boss, manager, or a toxic work environment literally pushed the technician out the door.
      While money and benefits tend to attract people to a company, it won’t keep them there. When a technician begins to look over the fence for greener grass, that is usually a sign that something is wrong within the workplace. It also means that his or her heart is probably already gone. If the issue is not resolved, no amount of money will keep that technician for the long term. The heart is always the first to leave. The last thing that leaves is the technician’s toolbox.
      Shop owners: Focus more on employee retention than acquisition. This is not to say that you should not be constantly recruiting. You should. What it does means is that once you hire someone, your job isn’t over, that’s when it begins. Get to know your technicians. Build strong relationships. Have frequent one-on-ones. Engage in meaningful conversation. Find what truly motivates your technicians. You may be surprised that while money is a motivator, it’s usually not the prime motivator.
      One last thing; the cost of technician turnover can be financially devastating. It also affects shop morale. Do all you can to create a workplace where technicians feel they are respected, recognized, and know that their work contributes to the overall success of the company. This will lead to improved morale and team spirit. Remember, when you see a technician’s toolbox rolling out of the bay on its way to another shop, the heart was most likely gone long before that.
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