It is always a bit frightening to me when Chavez pops off a clearly written and logical, business-like post. Sort of a Twilight Zone type of feeling. (For those old enough to remember the Twilight Zone.)
Anyway, back to Jeremy's question. First, Jeremy, my position has always been that the OWNER should be the guy (well, Ken, Jeremy IS a guy, I think) out on the sales firing lines and he should hire technicians to run the truck(s). (At least until you get to the size that your time is better spent MANAGING your many employees.)
NOTE: For a check list exactly HOW you can do this with a Dedicated Sales Morning approach just write me at
stoburen@homefrontsuccess.com and put "How to Sell Commercial Work" in the subject line. No charge. (If you want the free 30 minute companion DVD include your mailing address.)
My reason for pushing the owner as sales person is that most "salespeople" hired by a small cleaning firm are an unmitigated disaster. Why? Because professional selling requires self-motivation and self-discipline along with supreme self-confidence and deep knowledge of sales techniques. 99.9% of the people who have these traits already ARE employed and making a fortune working! (Usually for a large corporation.) So you are left with the marginal ones that can't cut it elsewhere OR are totally ignorant of the above traits/skills.
HOWEVER, for whatever reason some small cleaners insist on trying the outside sales approach so let's build on what Richard very aptly posted. What would I want in my company?
1. Accountability- Above all else hold their feet to the fire. Most business owners hire someone and just turn them loose. Instead, at least for the first month you should insist on seeing their route sheets (what they have done/ calls they have made) every single day. Set reasonable requirements on how many new sales calls that they should make every week. Then follow up. All of us do better when we are held accountable.
2. Profitability- As Caesar brings out, anybody can sign up jobs by bidding them under the cost of doing them. So I would give them a) clear pricing guidelines and b) tie their compensation to the profitability of the job. If a job they priced loses money then no commission for them! This will keep them focused on profitability!
3. Goals and direction- Figure out ahead of time what you want them to accomplish and focus on. Then structure their compensation around these goals. (It is called "Goal Directed Behavior") Once you are SURE they will represent your company properly I would strongly recommend pushing regular contract commercial work. This is by far the most profitable thing (other than W/D restoration which requires a totally different selling approach) your salesperson can focus on. BUT remember you only get one shot at these plum jobs which means your employee better be on their game.
4. Support- both logistically and emotionally. Assign an office person to do the grunt work of pre-mailing out introduction letters and preparing proposals. Let your salesperson do what they do best- sell! And of course be there as a shoulder to cry on. Selling (and the rejection that comes along with it) is brutal work. (That is why most business owners don't have the fire in the belly to do it!)
Steve Toburen
Director of Training and proponent of business owners getting off their butts and dedicating ONE morning per week for face to face sales.
Jon-Don's
Strategies for Success
PS Sorry for the length of this, Jeremy. Let us know how it works out and what you have done to keep him on the straight and narrow. BTW, folks, don't remotely think I am busting Jeremy's chops for trying out hiring an outside salesperson. Jeremy has made HUGE strides over the last two years and much of it is due to his being wiling to try new ideas.
umm by the sound of it, this post and questions are already too late to ask :shock: 
