| Considering all that you spend marketing your | | | | time you think about cutting corners with "gut |
| products or services, do you know what it costs | | | | feel" hiring decisions or decide to skimp on |
| to get a prospect to walk through your door or | | | | employee training, remember what's at stake. |
| pick up the phone to call your business? You | | | | Consider how much revenue your best |
| should. You should also do everything in your | | | | salesperson generates each year. Then, consider |
| power to maximize your chances of success | | | | how much revenue your worst salesperson |
| when they do. | | | | generates each year. How many times can you |
| If you don't, add up everything you spend on | | | | afford to pick the wrong job applicant or waste |
| your marketing and advertising functions in a year | | | | the talent of someone who could be a top |
| and divide it by the number of people who walk in | | | | producer? |
| your door or call with product or service inquiries. | | | | It is critically important that you put skilled, |
| It's simple, but many business leaders don't do the | | | | knowledgeable and trained individuals on your |
| math. | | | | front lines. It's also important that you make sure |
| It's been my experience that the costs of each | | | | they match the demands of the job and are the |
| of those blown opportunities add up quickly and | | | | most capable of doing what they've been taught |
| dwarf by comparison any investments in pre | | | | on a consistent basis. The actual cost and |
| employment tests (psychometric tests), | | | | opportunity cost of each customer interaction are |
| background checks, other employee screening | | | | too high to risk blowing unnecessarily. |
| efforts or targeted individual training. The next | | | | |