Latest / Closing Sales in Nigeria - Sales For The Nigerian Business Person: The Sales and Marketing Blueprint / Building a High-Performing Sales Team in Nigeria: Hiring, Compensation, and Enablement

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Building a High-Performing Sales Team in Nigeria: Hiring, Compensation, and Enablement · Closing Sales in Nigeria - Sales For The Nigerian Business Person: The Sales and Marketing Blueprint

• 0:01
  Hello and welcome to the show. It's a lovely Thursday morning
• 0:06
  in Abuja over here and this is an out and about episode.
• 0:09
  So they're going to be some, you know, some sounds here and
• 0:13
  there. So let's get straight down to
• 0:14
  business. Today's question is also similar
• 0:17
  to one that I've tackled in the past and that is on how to build
• 0:20
  a reliable and productive sales team in Nigeria.
• 0:25
  Now, just in case the next couple of questions, you know,
• 0:30
  have this kind of slant, you know how to do XYZ in Nigeria.
• 0:35
  I guess I might as well just go ahead and say it now that you'll
• 0:37
  find that sales principles, sales theory, sales practice,
• 0:41
  sales, whatever is universal. So the question is just a matter
• 0:44
  of in what order are you going to apply these principles or
• 0:48
  these tactics? But you'll find that essentially
• 0:50
  how to build a reliable and productive sales team in Nigeria
• 0:54
  is going to be the same as how to do it in Ghana or how to do
• 0:57
  it in Australia or how to do it in Afghanistan.
• 1:01
  It's just that because of cultural differences and let's
• 1:06
  say what else cultural differences, business climate,
• 1:10
  because of the reality on ground, you have to do it
• 1:13
  through do some things in a different order in Afghanistan
• 1:16
  than how you might do in Nigeria or in Ghana, just off the top of
• 1:20
  my head. OK, well, I haven't been to
• 1:22
  Afghanistan, so this is me just guessing, riffing off of movies.
• 1:25
  I get the impression that some of those Middle Eastern
• 1:27
  countries, you know, countries that are close to, you know,
• 1:32
  Arabia and the Orient. My assumption is that, you know,
• 1:36
  for Niger, we do a lot of rapport building and small talk.
• 1:41
  I'm assuming that in those climb, those kinds of climbs,
• 1:44
  that this whole sort of thing is going to be even more important.
• 1:47
  You know, the whole rapport building, sourcing people out,
• 1:50
  figuring out who they are, where they're from and all these sort
• 1:54
  of thing. So you find that the the answer
• 1:57
  is always going to be the same. The difference is just going to
• 2:00
  be in which order are you going to apply the principle and what
• 2:04
  principles are you going to stress over and beyond others.
• 2:08
  So how to build a reliable and productive sales team in
• 2:11
  Nigeria? We tackled some of that
• 2:13
  yesterday when I spoke about the importance of hiring right,
• 2:17
  hiring the right people in the 1st place.
• 2:20
  So this your first time of listening to the podcast.
• 2:21
  Then when you're done listening to this, skip back listen to
• 2:25
  yesterday's episode where we spoke about the importance of
• 2:29
  industry knowledge, sales skills and coach ability or the ability
• 2:33
  of somebody to hear what? Those were the three things.
• 2:39
  OK, I can't remember what else I spoke about yesterday, Biden.
• 2:42
  I know that I mentioned those 3 for sure when it came when it
• 2:45
  comes to hiring the right people, industry knowledge,
• 2:47
  sales skills, and the fact that the person is coachable.
• 2:51
  So those are the things you have to pay attention to to make sure
• 2:53
  that you hireright in the 1st place.
• 2:56
  So this is your first time listening to the show.
• 2:58
  You have a sales team. You're thinking of putting
• 3:00
  together a sales team and that's why you're listening to an
• 3:04
  episode like this. When you're done, skip back to
• 3:06
  the other episode. There's some more there's some
• 3:10
  more Nuggets for you in the previous episode.
• 3:12
  So you can take that on board. Then I have done even older
• 3:15
  episodes. I think right now we're over 800
• 3:18
  and OK, I have to check, but I think we're now over 800
• 3:22
  episodes. So I've done even older podcast
• 3:26
  episodes on this and that's the issue of compensation.
• 3:29
  Now I, there is this whole debate.
• 3:32
  I'm not going to get into it about whether you should sales
• 3:35
  people should have variable compensation or fixed salary.
• 3:38
  Now this is the idea. There's some people that are
• 3:40
  going to say sales are money motivated people.
• 3:43
  So therefore if you're going to pay everybody else, the cleaner,
• 3:47
  the general manager, the finance person, the security guard, if
• 3:50
  you're going to give them a fixed salary like OK, or guard
• 3:53
  manager, you come to work every day, your salary is 150 K.
• 3:56
  That's why I'm paying you. For those people who favor
• 3:59
  viable compensation theories, then what you're going to do is
• 4:02
  you're going to say, look, orga sales person or Madam sales
• 4:05
  person, this is how I'm going to pay you.
• 4:08
  Yes, orga manager and everybody, I'm paying 150K.
• 4:12
  But for you, I'm going to pay you 50K base salary every month.
• 4:17
  And then for every, you know, one M that you bring or for
• 4:21
  every 200,000 that you bring or whatever, this is your
• 4:24
  percentage and blah, blah, blah. So the theory being that the
• 4:30
  person will be motivated to sell more so the person can take the
• 4:34
  50K base salary. And then if the person is able
• 4:37
  to bring in, you know, 2,000,000 naira in business to you a
• 4:41
  month. And what you guys agreed was
• 4:43
  that for, you know, everything above 100K, they're getting 10%
• 4:47
  then 2,000,010% on 2,000,000. Is, is that 200 grand?
• 4:54
  OK? My guess is that that's 200
• 4:56
  grand if I got the math wrong. Guys, don't be angry with me.
• 4:59
  I I studied law so I'm not a math person.
• 5:02
  Well, there's no excuse because my wife studied law as well, but
• 5:04
  she's currently writing CFAS, almost done with CFAS level 2.
• 5:10
  So I guess it's a myth that people who study law are not
• 5:14
  supposed to be good at math. Because apart from my wife, I
• 5:17
  also know a couple of other people who have legal
• 5:21
  backgrounds who are not just doing CFA that's chattered
• 5:25
  financial analyst, but who are also doing MBA in finance and
• 5:30
  things of that nature. So where was I?
• 5:34
  OK, yeah, So that's the idea behind variable composition.
• 5:36
  Now look, August salesman or August sales woman, your base
• 5:39
  every month I'm giving you is 100K.
• 5:41
  If you're able to bring me business over 100 and K, you're
• 5:44
  taking 10 per 100K, you're taking 10%.
• 5:46
  So if you bring 2 Miller like how much I'm giving you is 200
• 5:51
  grand and then so on and so forth.
• 5:53
  Now yes some of you are going to say OK, won't that lead to some
• 5:56
  unequitable hierarchies within the business because general
• 6:00
  manager is earning 150K flat. But then if Madam salesperson
• 6:05
  takes 100K fixed salary and then viable compensation, she earns
• 6:10
  another 200. So August salesperson is now
• 6:13
  earning, she has now earned 300K in a month while her orga has
• 6:18
  only earned 150K. Well, it's just, it's just the
• 6:22
  nature of the industry. So that happens, it happens all
• 6:24
  the time in sales. It is typical that whoever is
• 6:29
  the supervisor is the person who is earning the least of the
• 6:32
  sales team because the supervisor can't go out and
• 6:35
  hustle because his job is to stay and to manage everybody
• 6:38
  else. So typically the team does earn
• 6:41
  more than the more than orga manager, orga supervisor or you
• 6:47
  know, whatever it is that you call them within your own
• 6:49
  organization. So that's the idea behind
• 6:51
  variable compensation. There is also an extreme above
• 6:54
  variable compensation, which is to say put the sales team only
• 6:57
  on Commission. So January 1st starts, I'm not
• 7:01
  giving you any salary, go ahead and sell whatever it is that you
• 7:05
  capture above 100K, we give you 10%.
• 7:07
  If you capture anything above 500 K, we now increase that to
• 7:10
  20%. If you capture anything beyond
• 7:12
  this, we increase it to, you know, whatever.
• 7:15
  So you can see the variable component there, how it is
• 7:18
  staged. And you know, in this case you
• 7:20
  don't order me a fixed salary. And then there are people on the
• 7:24
  other end who say, you know what, just pay everybody a a
• 7:27
  fixed salary. So, you know, cooling account is
• 7:30
  being paid 150 K. So all the sales staff,
• 7:33
  everybody is just going to get 150K.
• 7:34
  You know, regardless of whether you bring in the three M or
• 7:37
  whether you bring in 50,000, everybody gets paid the same.
• 7:42
  So I'm not going to go into all the theories which one is
• 7:45
  better, which one should you do 'cause these things have to be
• 7:47
  applied on a case by case basis. But I just want you to go, you
• 7:52
  guys to know that part of building a reliable and
• 7:54
  productive sales team means that you need to have some sort of
• 7:58
  answer when it comes to this compensation thing.
• 8:00
  You have to have thought it out. I would say the most important
• 8:05
  thing on the compensation front is not really whether it's
• 8:08
  variable or not or fixed or not, but most important thing is pay
• 8:12
  as and when it is due. Don't break your promises.
• 8:16
  That is the thing that breaks the morale of sales people.
• 8:19
  If you tell sales people that look 23rd of every month, your
• 8:22
  account to be credited 23rd of every month, whether it was
• 8:26
  variable compensation or fixed salary credit, the account sales
• 8:30
  can be sales is more stressful than office work, than desk
• 8:37
  work. So it's really, really
• 8:39
  demotivating when you run out, you hustle, you take Orkada,
• 8:43
  you, you're in a hot sun, you take bolts, you do this, you do
• 8:47
  that. You're out of pocket, you're
• 8:48
  stressed out. Customers are shouting at you.
• 8:50
  You're you know the whole thing. And then Orga promised that
• 8:55
  he'll pay by 23rd, 23rd reach nothing. 27th reach nothing. 2nd
• 9:02
  of next month reach you now credit the account.
• 9:05
  It it does it, it is not good for it's not good for
• 9:09
  motivation. So if you told them 23rd every
• 9:12
  every month your account be credited, whether it's viable or
• 9:15
  whether it's fixed, then credit on the 23rd you start breaking
• 9:18
  your promises. You are messing with their
• 9:19
  motivation. Then the final leg of how to
• 9:23
  build a reliable and productive sales team in Nigeria.
• 9:25
  Remember we've looked at how to hireright that's what we did
• 9:29
  yesterday higher right in the 1st place, looking at industry
• 9:32
  knowledge, sales skills and coachability.
• 9:34
  Today I spent the last 8 minutes talking about compensation and
• 9:40
  whether it's variable or fixed. But bottom line is pay.
• 9:42
  When do you don't break your promises?
• 9:44
  Now the third leg is sales enablement.
• 9:47
  Sales enablement is that function where you, how will I
• 9:51
  explain it enablement. Well, you guys understand now
• 9:54
  how you enable something. So if you're going to do sales
• 9:57
  enablement, that's basically training and coaching to help
• 9:59
  them do their job better. It's a sales management to make
• 10:02
  sure that they have some direction because, you know,
• 10:07
  we're human beings and even the most disciplined person, whether
• 10:10
  you're a monk or a ninja or a salesperson or an athlete, we do
• 10:14
  need some form of direction. We do need somebody to say, hey,
• 10:17
  look, your personal best is OK. Yeah, for those of you who are
• 10:20
  athletes, your personal best is 9 seconds for one hundred 100
• 10:25
  meters. But you've been, you've been
• 10:27
  running 10.1 seconds. You know, you're sleeping
• 10:29
  behind. Let's go back to our
• 10:31
  fundamentals. Let's do the drills.
• 10:32
  So it's the same in sports as in business.
• 10:35
  There has to be someone to say, look, Olga Frank, last month you
• 10:40
  are calling about 1010 customers every day.
• 10:43
  Look, this month you, you, you've been sleeping.
• 10:45
  Yesterday you only talked to four, today you've only talked
• 10:49
  to three. You know, if last month you were
• 10:51
  talking to 10/10/10 and this is how much you made this month
• 10:54
  you're only talking to three or one to four.
• 10:56
  How do you think the the month is going to go?
• 10:58
  So let's get up on the calls or let's do it like this, let's do
• 11:01
  it like that. So that's what sales management
• 11:03
  is all about. S training and coaching, sales
• 11:05
  management. And then really, really
• 11:08
  important, you have to adopt the CRM in your business.
• 11:12
  And that's also something I keep talking about time and time
• 11:14
  again over here on the phone. CRM is just an acronym for
• 11:17
  customer relationship management.
• 11:19
  Although I have done lots of episodes to show how if you
• 11:22
  don't have money, if you don't have dollars to pay for all
• 11:26
  these things because most of the options that are available Zoho,
• 11:31
  Zoho, what else? Zoho begin.
• 11:35
  I'm currently having a client with begin HubSpot sales force.
• 11:41
  You know, all these are the foreign companies.
• 11:43
  So if you're paying, you're paying in dollar.
• 11:44
  So if you don't have dollar dollar, you know to be paying
• 11:48
  for your sales staff. I was talking about how you can
• 11:51
  use your phone as a how you can use phones for record keeping
• 11:56
  and scheduling, how you can get in principle get people to start
• 12:00
  adopting good CRM practice before you start paying for the
• 12:03
  CRM. Then there's also African
• 12:07
  alternatives, free alternatives. Like some fellow, I'm going to
• 12:11
  be speaking at the artificial Intelligence Business and
• 12:16
  Business and AI conference or something like that.
• 12:18
  That's going to be in August, OK?
• 12:22
  We're currently in July. That's going to be in August of
• 12:23
  2024. So I've been just in with other
• 12:28
  panelists and there's somebody there who's been fooling around
• 12:32
  with not just CRM solutions, but HR solutions.
• 12:37
  Yes, human resources. So there are some companies, you
• 12:40
  know, Niger companies, Kenyan companies.
• 12:42
  So the guy put me on Ordo. I think it's Ordo ODOO I've had
• 12:47
  to look at. I've had to look at it.
• 12:48
  I've not started using it, but that's a free alternative.
• 12:52
  And that's an Afghan company. I can't remember if it's Kenya
• 12:55
  or Niger, but some of these alternatives are there.
• 13:00
  But yeah, good adopt, get your people to adopt.
• 13:04
  Good CRM practice. Now CRM customer relationship
• 13:08
  management sounds big, sounds technical, but bottom line, CRM
• 13:13
  just means good record keeping and it just means good
• 13:17
  scheduling. Let me repeat, when you hear CRM
• 13:20
  customer relationship management tools, yes, there's a big
• 13:24
  technical definition. But remember over here on the
• 13:26
  podcast, I like to keep the definitions simple so that you
• 13:29
  remember. If it's simple and you remember,
• 13:31
  you will do it. So every single time that you
• 13:33
  hear CRM in business from now on, I give the permission to
• 13:37
  just think record keeping and scheduling.
• 13:40
  Whatever the technical definition is, CRM just equals
• 13:44
  record keeping and scheduling. The reason why CRM equals record
• 13:49
  keeping and scheduling is this. You cannot grow your business.
• 13:54
  You cannot be good in sales if you do not remember who you
• 13:57
  contacted yesterday, who you're supposed to contact today, who
• 14:01
  you're supposed to contact tomorrow, and what it is that
• 14:04
  you promised these people and what you're supposed to do next.
• 14:07
  Let me repeat, we cannot grow sales in our business if we
• 14:11
  don't have a way of keeping track.
• 14:13
  Who did I talk to yesterday? Who am I supposed to talk to
• 14:16
  today? Who am I supposed to talk to
• 14:18
  tomorrow? The people that I spoke to
• 14:20
  yesterday, what did I promise them that I'm supposed to do?
• 14:23
  The person that I'm supposed to talk to today, What did I
• 14:26
  promise him that I'm going to get for him?
• 14:30
  What did he or she promise that they will do for me and the
• 14:33
  people that I'm going to talk to tomorrow?
• 14:35
  What is the next step that I'm going to do to move that deal
• 14:37
  forward? So if you want to run this whole
• 14:41
  thing by memory, it will get complicated very quickly, except
• 14:46
  if you're a Carpenter or you're an artisan, because the artisan
• 14:50
  talks to maybe one or two people every day.
• 14:52
  It is easy to remember that I went to this madam's house.
• 14:55
  The door is 21 inches by whatever fits by this.
• 14:59
  And if I buy one trampoline, if I buy one box of gum, and if I
• 15:07
  buy one box of screw, it will finish the job.
• 15:11
  It is easy to do it if you are artisanal because at most you're
• 15:14
  talking to one or two people every day.
• 15:16
  You can run it like that if you are not artisanal, if you go
• 15:21
  beyond this in any way, if you have a bookshop, if you're a
• 15:25
  wedding photographer, if you do tax accounting services, you
• 15:31
  advise people on how to file their their taxes with Abuja
• 15:34
  minister. No, no, no municipal council,
• 15:36
  that's different. What is it called?
• 15:39
  Inland Revenue Service. You teach people how to file
• 15:41
  Inland Revenue services or you're a coach or you're a
• 15:44
  tailor. You cannot be running these
• 15:46
  conversations from your head. It's not going to happen.
• 15:48
  You make mistake, you will talk to Kemi and in your mind you'll
• 15:53
  be thinking OK, chemist specs, that's for the tailor.
• 15:56
  You'll be thinking chemist statistics are 361272361272.
• 16:02
  You'll be thinking like that. You will now go and use chemist
• 16:05
  fabric and you will make the dress with the statistics of
• 16:08
  361272 only for chemist to show up and you now see that you took
• 16:16
  the figures for another chemist who has another different body
• 16:21
  type and you switched it. That's because you don't have
• 16:23
  ACRM, you don't have a way of keeping records and scheduling
• 16:28
  and so you are not able, you are not able to remember that chemi
• 16:33
  adigun is different from chemi Ogung Bemi and so you just
• 16:38
  switched up the two. So that's the rubbish that ends
• 16:40
  up happening when you want to run these things from memory.
• 16:43
  So you want to build a reliable and productive sales team.
• 16:46
  Make sure your people adopt the CRM or good CRM practice,
• 16:51
  whether they use their phone, whether they use auto or other
• 16:55
  free tools, or whether they use Microsoft Word or whatever.
• 17:01
  There has to be something. And remember, CRM just equals
• 17:05
  good record keeping and scheduling.
• 17:09
  That's all. If you can do those two, you can
• 17:12
  get your sales people to do those two.
• 17:13
  You start making progress. Of course, things have to get
• 17:16
  more tidy and more professional as the business becomes more
• 17:18
  complicated. But for now, for those of us in
• 17:21
  the SME space, let us just start with where we are.
• 17:24
  You don't have dollar dollar. You don't have to be paying for
• 17:27
  HubSpot, Salesforce, begin, all of them, them, them look for
• 17:34
  Niger alternatives. All those Kenyan companies,
• 17:37
  South African companies that are starting up stuff, look for all
• 17:39
  those free alternatives. Start if you think it's too much
• 17:42
  stress, if you think it looks too complicated.
• 17:44
  Even if you use Microsoft Word, you create a, a file, you put
• 17:49
  everybody's name down, you record what they do, you know,
• 17:52
  stuff like that, and you start writing down things in the
• 17:58
  Microsoft Word document. It's better than nothing.
• 18:01
  You cannot, I repeat, you cannot run this thing from memory.
• 18:04
  If you're an artisan, fine. If you are one step above the
• 18:08
  artisan, you cannot run things from memory.
• 18:13
  So why are these things important?
• 18:16
  Especially the sales enablement aspect?
• 18:17
  Because obviously if you haven't picked up my emphasis, I'm
• 18:21
  really hitting hard on this sales enablement thing.
• 18:24
  The reason why, especially in Nigeria, this might not apply in
• 18:29
  the UK and in America where sales enablement, sales
• 18:33
  training, sales coaching is expected, you know, is the
• 18:36
  culture. Well, even in those places, they
• 18:41
  complain that not all sales people are trained up as they
• 18:43
  should be, but there's a greater awareness of these sorts of
• 18:46
  things. So sales people are attending
• 18:48
  conferences, reading, reading blogs, listening to podcasts,
• 18:52
  you know, things like that. So there's some sort of sales
• 18:55
  enablement already going on in Niger.
• 18:58
  It is not a culture yet. That means sales enablement is
• 19:03
  something that your competition is not doing.
• 19:06
  Now you start doing those things.
• 19:09
  Now you already start standing apart from the competition,
• 19:14
  which is one of the podcast I've been talking about how good
• 19:17
  sales practice in Nigeria is a good way of setting yourself
• 19:20
  apart from the competition. In Niger, people still freestyle
• 19:24
  when they sell. If your folks have run through
• 19:28
  some form of sales enablement, you've given them some training,
• 19:31
  you've given them some coaching, you've told them listen to this
• 19:34
  podcast or subscribe to this newsletter.
• 19:37
  You have a sales manager who is all trained up, who is on their
• 19:39
  case and then they are adopting good record keeping and good
• 19:43
  scheduling. Whether they use the CRM or
• 19:45
  their phone or Microsoft Word or Excel sheet, your folks will
• 19:50
  sound remarkably different from other people.
• 19:54
  So let's say, OK, let me use stationary because I'm parked in
• 20:00
  front of a stationary shop right now.
• 20:02
  So you sell stationary. You want to sell your stationary
• 20:06
  to. Oh, sorry.
• 20:09
  OK, Sorry about that. I set the alarm 20 minutes.
• 20:12
  I'm trying not to keep the podcast episodes long.
• 20:15
  OK, so where was I? So you sell stationary and you
• 20:18
  want your staff to go into Axis Bank to sell stationary to Axis
• 20:22
  Bank, you know, sell. Printer ink, sell paper, sell
• 20:25
  stuff like that. And you also want them to.
• 20:29
  OK, let's say you're next to. OK, let me just use the business
• 20:32
  around me. So the stationary store is here
• 20:33
  in the middle, Access Bank is to the left.
• 20:36
  And then to the right we have custodian, Custodian wealth
• 20:40
  management. That's wealth management.
• 20:42
  That's like investment banking. And then next to that, we have a
• 20:47
  government regulator that is audit house.
• 20:50
  Audit House, Yeah, Auditor General of the Federation.
• 20:53
  OK, So the the people that sell stationary, they're in the
• 20:58
  middle. You look to the left, you have
• 21:00
  Access Bank. You look to the left of that,
• 21:02
  you have the Office of the Auditor General.
• 21:05
  Then you look to the right, you have the custodian, custodian,
• 21:09
  wealth managers. So if you send your people out
• 21:13
  every year to go and sell stationary today, enter Access
• 21:16
  Bank, see if you can talk to office managers, see if you can
• 21:19
  talk to MD, see if you can talk to whatever so that we can be
• 21:21
  supplying them ink, we can be supplying them printer paper.
• 21:24
  We can supplying them by Rose. Then after that, enter auditor
• 21:27
  generals office, see if we can be supplying them tissue paper,
• 21:31
  printer ink, you know, blah, blah, blah.
• 21:33
  And then we enter into custodian, the wealth managers.
• 21:37
  Let's say we can be supplying them with custom branded
• 21:41
  envelopes with their logos and stuff like that.
• 21:43
  So that's your business. You're into stationary, rest
• 21:46
  assured, you're not the only people, you're not the only
• 21:48
  person in the stationary business in this local
• 21:51
  government. So definitely other people are
• 21:55
  in the business and other people have come up with this brilliant
• 21:58
  idea that you know what, instead of sitting down here in the shop
• 22:00
  and expecting business to flow, flow to us, how about we get
• 22:03
  some some really entrepreneurial guys and girls to go out and
• 22:07
  sell on our behalf. So the other people that are
• 22:09
  doing this thing as well. If you have taken the sales
• 22:13
  enablement function seriously, then when your people show up to
• 22:18
  all these businesses, because definitely other people who do
• 22:23
  stationary will approach them stationary and supplies, your
• 22:25
  people, they will sound different because they've been
• 22:28
  trained and coached, because you guys have good sales management
• 22:32
  and they're also adopting good record keeping and scheduling,
• 22:35
  they will sound different. They will look different because
• 22:39
  of course a sales manager will point out that like, you know,
• 22:43
  Abdul, that you know you're wearing palms.
• 22:45
  Like why, how, how are we going to get business?
• 22:48
  If you're going on wear palms. No, don't wear palms.
• 22:50
  Wear loafers or wear this one. Wear that one.
• 22:54
  Or if you're wearing palms, make sure that you're wearing kaftan.
• 22:56
  Let the whole thing blend so they'll look different.
• 23:00
  They're going to sound different.
• 23:03
  It is going to reinforce your brand positioning because you
• 23:05
  can't just get a stationary shop in the central business district
• 23:09
  in Abuja, your next Access Bank, your next next to what's that
• 23:13
  place called Auditor General and your next to custodian wealth
• 23:16
  management. So of course you'll be trying to
• 23:18
  form one kind of packaging. You know, you're trying to brand
• 23:21
  yourself in a certain way. So you put all this in place,
• 23:24
  your folks sound different. You reinforce your brand
• 23:27
  positioning and ultimately you're also going to be more
• 23:32
  profitable than your competition because rest assured, if you're
• 23:35
  adopting good CRM practice, your competition is not adopting good
• 23:39
  CRM practice. Most likely the system that you
• 23:42
  have in the office, people come, they pay.
• 23:46
  So it will capture people's information and things like
• 23:49
  that. But that is not really CRM.
• 23:52
  That is more of an accounting and inventory thing.
• 23:55
  So you know that this is how much came came in, this is how
• 23:58
  many customers we we had, this is how many tissue paper that we
• 24:01
  sold last month. So we're supposed to buy new
• 24:03
  tissue paper again, you know, update our inventory.
• 24:06
  So you end up being much more profitable because your people
• 24:09
  are doing good sharing practice, good record keeping and good
• 24:12
  scheduling. So summary, how do you build a
• 24:15
  reliable and productive sales team in Nigeria?
• 24:17
  Make sure you hireright. You want to know how to hire the
• 24:19
  right people, hire the right talent.
• 24:21
  Listen to yesterday's episode. We need to have a good answer
• 24:25
  when it comes to compensation. What is the good answer?
• 24:28
  How much your people be paid? I'll leave that up to you.
• 24:31
  Most important thing is don't mess with their motivation.
• 24:33
  If you say you want to pay them on 21st, pay them 21st every
• 24:35
  month. If there's going to be a problem
• 24:37
  you can't pay on 21st, then might as well let them know on
• 24:40
  the 14th that hey guys, you know what I promise you guys 21st,
• 24:44
  but you know, this happened, this happened, this happened.
• 24:46
  I beg you guys should give me like one week, no message or
• 24:49
  motivation. You promise them pay them then
• 24:53
  sales enablement really important will help your crew
• 24:56
  stand apart from the park. So that's all for today folks.
• 25:00
  Remember to connect with me on WhatsApp.
• 25:02
  The phone number is 08064 662140, and the country code is
• 25:07
  +234. Then you can also connect with
• 25:10
  me on LinkedIn. My name is Tavishima Ayede, I'm
• 25:13
  the host of the show, and you can confirm the spelling of my
• 25:15
  name from the link. We're currently listening to
• 25:18
  this episode, and my e-mail address is there as well for
• 25:21
  those of you who are e-mail people.
• 25:22
  So thanks for your time and attention.
• 25:23
  I'll catch you guys at the next recording.