Reward the ‘How’—Not Just the Sales

A perceptual—and communications—gap between Michael and management lay at the heart of this complaint. Michael's sales volume placed him among the top producers. From his perspective, all was well, and he deserved additional support. Management—while appreciative of Michael's efforts—felt he was not employing several specific selling behaviors the company had introduced to support the brand and distinguish itself from its competition. They believed this cost the store sales and detracted from customer satisfaction. The first behaviors neglected by Michael were ones specifically designed to break the ice and convert prospects into buyers. Michael's low conversion rate with walk-ins not only lowered the number of satisfied purchasing customers but also reduced the return on advertising dollars invested to generate the traffic. Second, Michael refused to offer clients the option

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