Agriculture Reference
In-Depth Information
resources in this area. And, many fi rms now provide such information via a company intranet
so salespersons can access current product information and/or sales and decision-making
tools using their computers.
Handling complaints
Handling complaints
is often the salesperson's responsibility. Though this function is rarely
a favorite part of the job, it is usually not a major problem. Most customers are quite reason-
able, even when they have a complaint, and most companies have well-developed proce-
dures for handling complaints. A well-handled complaint often turns into a real “plus” for
the salesperson because it helps establish a deeper level of credibility and rapport with the
customer.
Collections
Collecting
accounts receivable may, infrequently, be part of the salesperson's responsibili-
ties. An old agribusiness saying warns, “The sale is not complete until the money is
collected.” A salesperson that sells indiscriminately without concern for when and how pay-
ment will be made can create real problems for the company. One account that cannot be
collected can wipe out all the profi ts for an entire region. Even when customers pay late, the
cost to the company is usually signifi cant. It is not uncommon for fi rms to counsel sales
representatives on the importance of collecting payments from customers who are late
paying their accounts. Others often handle this activity within the fi rm, but the salesperson
that handles the particular account is often at least indirectly involved.
Public relation
s
Public relations
is also an important part of the overall selling effort. How the general public
and potential customers perceive the company is often very much a function of how the
salesperson represents the company. The salesperson may work to build the company image
through involvement in some community activities, and frequently takes part in trade shows,
exhibits, fi eld days, tests, and educational programs. Participation at county fairs through
livestock auctions is one way for local agribusinesses to show community support. Other
examples include supporting a local food bank or charitable organization. In food fi rms,
trade shows may be an important part of the salesperson's responsibility. Someone other
than the salesperson typically handles formal public relations in food fi rms. However, even
here, a professional sales representative is always sensitive to this part of their position.
To most people, the salesperson is the company, because he or she is their only direct
contact with the fi rm. Every action or lack thereof by the salesperson is part of this overall
impression or image. The more local the company, the greater the signifi cance of this impres-
sion. Even the salesperson's conduct in personal and community affairs has an important
refl ection on her or his effectiveness as a salesperson. Whether or not this is “fair,”
professional salespeople must realize the situation for what it is, and adapt to it.
Recordkeeping
Recordkeeping
, budgeting, and administrative duties are a part of most professional sales-
people's job responsibilities. Most salespeople submit weekly or more frequent reports on
