Characteristics of a Great Salesperson
Characteristics of the Great Salesperson
Somchai na Muangchon had the kind of problem many sales managers wish they could experience more often. He just came out of a strategic planning meeting with senior management at his company, Thai Logistics Logic (a leading supplier of logistics solutions for manufacturing companies throughout of Thailand and Indochina). The emphasis in many organizations on supply chain management had created huge demand for the products and services offered by Thai Logistic Logic (TLL). Started by Somporn Khunnadham, the most influential business tycoon in Chonburi, In 1980, the company had developed an excellent reputation by helping companies become more efficient and effective in managing the flow of goods in and out of the organizations. TLL worked with key players in the supply chain management industry (FedEx, UPS, DHL, and others) to develop customer-designed hardware and software for unique logistics solutions. The company had found a great niche for its products by focusing on medium-sized companies around Thailand and Indochina. Somchai had been with the company for 10 years and worked his way up to vice president of sales. Revenue exceeded 500 million baht last year, and the company had a region-wide sales force of 30. At this meeting, Somchai had been given the go-ahead to hire 15 new salespeople, all of them in Thailand. This would represent the largest increase of salespeople in the company’s history and was based on the goal of taking the company to 650 million baht in the next two years. The typical salesperson was a male in his early 30 with a technical background in logistics. Interestingly, however, Somchai had noticed that most of the new salespeople (those hired in the last three years) were women (8 out 10). Salespeople needed a very good knowledge of logistics and the fundamentals of relationship selling. The compensation system allowed salespeople to earn a good living, with many earn in excess
Somchai na Muangchon had the kind of problem many sales managers wish they could experience more often. He just came out of a strategic planning meeting with senior management at his company, Thai Logistics Logic (a leading supplier of logistics solutions for manufacturing companies throughout of Thailand and Indochina). The emphasis in many organizations on supply chain management had created huge demand for the products and services offered by Thai Logistic Logic (TLL). Started by Somporn Khunnadham, the most influential business tycoon in Chonburi, In 1980, the company had developed an excellent reputation by helping companies become more efficient and effective in managing the flow of goods in and out of the organizations. TLL worked with key players in the supply chain management industry (FedEx, UPS, DHL, and others) to develop customer-designed hardware and software for unique logistics solutions. The company had found a great niche for its products by focusing on medium-sized companies around Thailand and Indochina. Somchai had been with the company for 10 years and worked his way up to vice president of sales. Revenue exceeded 500 million baht last year, and the company had a region-wide sales force of 30. At this meeting, Somchai had been given the go-ahead to hire 15 new salespeople, all of them in Thailand. This would represent the largest increase of salespeople in the company’s history and was based on the goal of taking the company to 650 million baht in the next two years. The typical salesperson was a male in his early 30 with a technical background in logistics. Interestingly, however, Somchai had noticed that most of the new salespeople (those hired in the last three years) were women (8 out 10). Salespeople needed a very good knowledge of logistics and the fundamentals of relationship selling. The compensation system allowed salespeople to earn a good living, with many earn in excess