From the Editor's Desk

What Makes a Good Salesman

Despite millions of dollars spent on combating the high turnover rate among insurance agents, the rate—approximately 50% within the first year and 80% within the first three years—had remained steady for the more than 35 years preceding the publication of Mayer and Greenberg’s 1964 article. The authors devoted seven years of research to studying the problem of the ineffectiveness of large numbers of salespeople. They discovered flaws in the established methods of selection and revealed the two basic qualities that any good salesperson must have: empathy and ego drive.

Empathy, in this context, is the central ability to feel as other people do in order to sell them a product or service; a buyer who senses a salesperson’s empathy will provide him with valuable feedback, which will in turn facilitate the sale. The authors define the second of the two qualities, ego drive, as the personal desire and need to make the sale—not because of the money to be gained but because the salesperson feels he has to. For sales reps with strong ego drives, every sale is a conquest that dramatically improves their self-perception. In the dynamic relationship between empathy and ego drive, each must work to reinforce the other.

Continued here

TradeBriefs: Newsletters for Decision-Makers!

Our advertisers help fund the daily operations of TradeBriefs. We request you to accept our promotional emails.

Want the newsletters, without the promotional mailers?
Get an (ad-free) subscription to TradeBriefs Premium for just $4 per month.