When I was the CSO of a capital equipment supplier to the electronics industry, our hybrid circuit product line was our least profitable. Only a few of our salespeople ever sold that equipment. So, I substantially increased the commission rate for that line for the next six months. After two months there was no increase in sales activity for that line. So, I cancelled the commission increase.

Then, I brought the salespeople in for two days of technical training on hybrid circuit manufacturing. On the third and fourth days we discussed new sales practices for that line and the competitions’ products.

Each salesperson received a list of every company in their territory that fit the demographic profile for buyers of hybrid equipment. We also role-played prospecting and selling the line.

During the next nine months, there were still a few salespeople who did not sell that line. Yet, our sales of hybrid equipment had increased by almost sixty percent.

There is another important factor. Since salespeople do what you pay them to do, rather than what you tell them to do, you have to make sure that selling your product provides at least as much money for the channel salespeople as other products in their portfolio. Am I right about this?

1. Salespeople sell best what they know best. Educate them all with clear, concise, interesting, weekly product application bulletins .

2. Salespeople sell best for suppliers that they trust and respect the most. Developing personal relationships of mutual trust and respect with them results in outstanding revenue increases.