Of all the elements in the integrated marketing communications mix, personal selling is by far the most expensive for many, many companies. But is your company getting full value from its sales force? And what should management be demanding of them? Let’s turn to an impeccable source as we address this question.

“To make their investment in personal selling pay off, companies expect a lot from their sales organisations. The expectations of salespeople can be viewed as achieving four key roles: financial contributor, change agent, communications agent, and customer value agent.”

– Ingram et al (2015) 

FOUR KEY ROLES OF SALESPEOPLELet’s examine each of these key roles.1 Financial contributor: Bearden et al (2001) summarise this perspective by stating that, “Salespeople make perhaps their most important contribution to the marketing function as revenue producers. To produce an adequate bottom-line profit, it is imperative to achieve a suitable top-line or sales revenue figure, and salespeople are on the front line, supported of course by marketing research, product development, distribution and other areas of the business. Sales personnel, along with management, are the prime bearers of the burden of contributing to profit by producing revenue.”2 Change agent: Consider the salesman who sold the first wheelbarrow. Was he a change agent! A critical component of modern sales education is teaching salespeople to become effective change agents by understanding and skilfully applying the concepts of the Product Life Cycle (PLC) and the Buying Cycle to their sales strategy. Well-educated salespeople do not consider these as mere theoretical constructs; instead, as change agents they work closely with marketing to get adequate support via mass and digital communications to foster rapid diffusion of innovation early in the PLC. How? More specifically, they are expected to educate potential customers and advance toward an ultimate sale. Further, by stimulating the early adoption process, salespeople can contribute to improved quality of life for consumers and improved business practices. Back to the salesman who sold the first wheelbarrow. Check that wonderful little book,

Selling the Wheel (Cox and Stephens) for further insights.3 Communications agent: Everyone knows that personal selling is an element of the marketing communications mix. And as Ingram et al (2105) remind, “Basic economics holds that information has utility, and the value of information is widely recognised in the business world. Salespeople are heavily involved as two-way communication agents between their customers and their employers. Customers depend on salespeople for their insights, knowledge of products and services, as well as developments in the marketplace.”Sales organisations typically rely on their salespeople to be the eyes and ears of the company, reporting back to the company on competitive activity, buyer preferences, and ideas for new products. Despite the possibility that such communications activities could take away from selling time, most companies find it extremely beneficial to rely on the sales force to provide valuable information back to the company. Thus it is important that salespeople diligently report information accurately and in a timely fashion.”4 Value agent: Happily, for some of us anyway, no computer can replace the power of a well-educated salesperson sitting face to face with a client; for people have relationships with people — not with machines! While repetitive tasks will sooner or later be automated, higher-level salespeople will still be needed to create, communicate, deliver, and continually increase customer value in ways that only humans can. Astute salespeople will always keep abreast of technological advancement and know how to adapt its use to buyers’ situations, needs, and priorities. More specifically, they must constantly seek value-creating opportunities through:• Customer and market knowledge• Coordination with others in their company• Efficiency in getting things done• Strategic alignment of the selling and buying organisations• Trustworthiness 

A WORD OF CAUTIONNow for a parting cautionary note. Never seek to befriend your customer. If that happens over time, that’s fine. But what customers really want from salespeople is value-creating relationships. Not friendships. 

Herman D Alvaranga, FCIM, MBA, MISM, is president of the Caribbean School of Sales & Marketing (CSSM), the region’s first Public Training College specialising in sales and marketing education, consulting and research. E-mail him at hdalvaranga@cssm.edu.jm