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EMPLOYMENT OPPORTUNITIES

Sales Position

Salesperson/Estimator Job Description

 

 

Department:  Residential and Commercial Sales

Reports to:  Sales Manager or President

Works With:  Prospects, Other Sales Personnel, and Office Administration Staff

 

Job Overview:

The Salesperson is responsible for learning and applying the CCN Selling Process and produce sales.  The Salesperson’s primary mission is to demonstrate to the prospective client that our services are superior to and of greater value than our competition.  The salesperson is responsible for the production of estimates requested by clients on their specific roofing requirements.  Key areas of responsibility include:  meeting with clients, determining needs, making recommendations relevant to their situation, computing cost factors and preparing proposals, selecting vendors or subcontractors, preparing take offs and inputting data into “The Edge Estimating” system.  This position will require 70% of time in the field and 30% in the office.  While in the office the salesperson will work closely with administration, project manager, and the sales manager.

Accountability will be measured by:  Projects that are completed according t6o customer’s and contract specification, on schedule, and within budget; problem solving concerning suppliers, subcontractors, and clients, maintaining excellence of service and a high degree of customer satisfaction.

 

Major challenges of this position are:

  • customer/client relations
  • bidding and estimation process
  • computer hardware and software skills
  • documentation and record keeping
  • communication
  • interpersonal relationships
  • coordinating/facilitating
  • problem solving
  • drafting and design

 

Responsibilities include but are not limited to:

 

  1. Goals – Setting and obtaining goals for personal and professional growth and success. Reviewing goals on a daily basis.
  1. Time Management – Follow CCN Time Management System. Maintain and carry Time Management Planner at all times. Establish priorities daily.
  1. Training – Attend Company and CCN sales meeting and training when requested. Practice on-going self-improvement through the use of books, tapes and seminars on a scheduled basis.
  1. Practice – Participate in role playing of follow-up visit, product presentations, and closing with other sales personnel to improve each other’s skills.
  1. Health – Maintain a healthy lifestyle with regular exercise and quality diet.
  1. Attitude – Develop and maintain a positive attitude, recognizing that a poor attitude or call reluctance will result in poor sales performance.
  1. Learn – Learn and apply new technical information and product knowledge as changes occur so you are better able to overcome competition. Learn better methods of redundant goal setting, time management, and how to keep an open mind to ways of doing things.
  1. Measure Call – Professionally handle measure calls. Establish trust and confidence with the consumer.  Set a follow-up appointment when the complete buying party will be present.
  1. Leads – Make sure you are successful by implementing self-developed lead methods to assure an adequate number of sales appointments. If there are not enough leads, analyze the reason for your call reluctance and necessary corrections.
  1. Samples – Maintaining assigned samples and sales tools in a professional manner.
  1. Personal Vehicle – Maintaining decent looking, good running vehicle, to carry samples and attend follow-up calls. If using magnetic signs make sure vehicle is properly identified at all times.  Salesman must have a valid California Driver’s License and have a clean driving record.
  1. Process – Make follow-up visits using the CCN Process.
  1. Close – Close follow-up visits. Be familiar with appropriate tools for each follow-up visit (i.e. SCSP, Black Hole, Magic Wand, Apples to Apples Comparison, Pie Chart, Reduce To The Ridiculous, Road Show, Work Pictures.).
  1. Communications – Prepare paperwork necessary to facilitate sold project from the Sales Department, through the Production Department, to ultimate Customer Satisfaction.
  1. Debriefing – Attend and participate in debriefing of follow-up visits.
  1. Quality Meeting – Attend Total Quality Meetings.
  1. Availability – Be available to make follow-up visits calls at times required which includes early evenings and Saturdays.

 

Work Performed:

 

  1. Develop Goals and Plans – The salesperson is expected to achieve personal and professional objectives. Selling can be a challenging profession due to the amount of hours and the amount of non-successes it takes to become successful.  Solid goals and plans gives the professional salesperson the staying power to maintain the course when the road appears tough, giving them strength to break through into success or to maintain success.  The salesperson will review and follow the action plan on a daily basis.  The salesperson will maintain a record of progress to date.
  1. Training Manual – The salesperson is expected to completely read and understand the elements included within the Training Manual. The Training Manual is an evolving document and is continuously being upgraded and enhanced.  In addition to the Training Manual the salesperson will be instructed to read, understand, and implements components found in books, tapes and seminars on a) Sales Techniques, b) Personal Development, and c) Technical Product Knowledge as instructed by the sales manager.
  1. Working Hours – The salesperson will attend training and meetings at the prescribed time. Lateness or absence from meetings without an approved excuse will be cause for dismissal.  The salesperson should be available to attend and conduct follow-up visits with the buying party which may occur during the day, early evening and Saturdays.
  1. Dress Code – A professional image should be maintained at all times. This includes grooming and dress.  Dress appropriate for the work being performed.  Khaki slacks and ironed shirt with a collar is acceptable.  Docksides are acceptable as footwear. Ties are not mandatory.  Jeans and sneakers can only be worn during potentially dirty measure calls, not on follow-up visits.  Smoking is not permitted at the company offices or on the customer’s property.
  1. Lead Development – Some of the leads are supplied by the Company. The salesperson should perform missionary lead development activities on a daily basis even when there is an adequate lead flow to keep busy.  When Company generated leads are not adequate for a sufficient number of follow-up visits (sales presentations), then the salesperson becomes responsible for self-developed lead generation and that becomes the high priority.  Adequate leads and subsequent follow-up visits are a critical success factor for sales people.  The salesperson must have the ability to assure he/she always has appointments.

The salesperson will be instructed how to and will implement selling of both in-bound leads (the prospect calls us) and out-bound leads (we contact potential prospects).

The salesperson will be instructed how to and will implement telemarketing, self-developed leads, and needs form procedures when necessary to assure an adequate number of follow-up visits.

The salesperson will be instructed how to and implement lead development around prospects, working jobs, sold jobs, and previous projects (canvas, circulars).

  1. Measure Call – The salesperson will be instructed how to and will implement measure calls. Training to be conducted by both a) classroom training (Sales Manager) and b) field training (sales mentor) when available.  Sales Manager may fill-in field training assignment when necessary.

The purpose of the measure call is to a) measure the project and c) set a qualified appointment.

“Measuring The Prospect” includes a) defining the prospect’s perceived need, b) determining the competition (competitive recommendations, products, companies) so a strategy for “differentiation” may be developed, e) determining the buying party and decision makers so the sale can be closed, f) determining the prospects “buying criteria, habits, patterns”, g) determining ability to pay (visual observations, and questions to determine financial capability).

“Measure the Project” includes a) preparing drawing of the project, b) measuring, taking-off and calculating areas involved, as well as, potential areas, c) taking pictures of critical points of interest (for follow-up visits and production department use), d) when necessary (if selling roofing) determine the leak source with a “controlled water test” and/or “isolation test” for a fee.

“Setting Qualified Appoint” is the setting of an appointment at a schedule time with the entire buying party present.  The purpose of the follow-up visit appointment is to discuss: scope of work, 2) specifications to achieve the scope of work, and contractor qualification criteria, and to come to a compulsion, which can be either yes or no.  An appointment without the complete buying part7 or an appointment where a yew or no decision cannot be reached is no a “qualified appointment”.

“Resetting Appointment” occasionally a “Qualified Appointment” turns into a “Second Measure Call” because the complete buying party is not present, possibly there is not a great enough sense of urgency, or another key element is not in place.  If that happens, the salesperson is responsible for setting a new “follow-up visit” appointment.

  1. Estimating Manual – The salesperson is responsible for completely reading and understanding the Estimating Manual. The manual is being upgraded and enhanced on a regular basis.  The changes are primarily influenced by feedback from our TQM meetings.  There is also a short form of the Estimating Manual, which is called the Price List.  The Price List does not include all the training and how to instruction included in the Estimating Manual and is used only after the Estimating Manual is mastered.
  1. Proposal Preparation – A key element in the sales process is the development of and presentation of a professional proposal. The salesperson is responsible for creating a proposal that is clear concise, and better than the competition.  The salesperson will use either a preprinted company prepared proposal form, or prepare a custom proposal with the company word processor using prewritten specifications.
  1. Follow-Up Visit Preparation – The salesperson will review with Sales Manager of Sales Mentor his “sales strategy” for upcoming follow-up visits. The review will include an analysis of the prospect’s “need”, “sense of urgency” and if the “closing strategy” is appropriate.  There should be a discussion concerning predictable objections or concerns, and the response to them should be part of the base strategy.  The objections should be role played prior to the follow-up visit to assure they are mastered.
  1. Follow-Up Visits – (Sales Presentations) the salesperson is responsible for conducting a professional follow0up visit with the complete buying party. This visit includes a) warm-up (bonding) making friends with the consumer so they have trust and confidence in you, b) review the consumer’s problems and develop a sense of urgency to act now, c) present the CCN 4P Consumer Education Presentation to the consumer with supporting documentation (customer reference list, insurance completed projects, reference letters, pictures, etc.), d) demonstrate a professional product presentation to the consumer with supporting documentation (customer reference list, insurance, completed projects, reference letters, pictures, etc.), d) demonstrate a professional product presentation to the consumer explaining why our product/proposal meets their needs and if necessary what it is significantly better than the competition, e) be prepared for and capable of handling objections, stalls, or procrastination which can block the sale from closing, f) be prepared for and implement a closing plan such as the CCN Sales Cost Savings Plan, g) be educated in and prepared to help the consumer with financing (making it easy to buy), h) after closing wrap-up (bonding), I) ask for and obtain referrals.
  1. Sales Equipment & Materials – The salesperson will be responsible for maintaining a professional appearance for all sales paraphernalia assigned to him. He/she will know the purpose and use of all materials.  He/she will role-play with both his/her Sales Manager and Sales Mentor the use of the tools.
  1. Debriefing – On a daily basis, the salesperson will discuss each new measure call and follow-up visit with his Sales Manager or Sales Mentor. The debriefing will focus on adequacy of the “need”, sense of urgency”, “closing strategy”, as well as “purchasing capacity” (complete buying party present).  If the sale was not closed, non-sales will be reviewed to determine follow-up strategy to get the sale and/or determine if “Turn-Over” is necessary.
  1. Compensation Statements – The salesperson will be required to submit a Compensation Statement for each week worked regardless if he is on a salary, commission, or vacation. The Compensation Statement indicates activity for the previous week.  Sales Commissions are paid in advance, but not earned, until the project is completed and paid.  Commission will not be paid on contracts rejected by the company as not meeting company standards.  On some occasions, “questionable contracts” may be performed with the commission held pending the outcome of the project.  Questionable contracts are contracts that a) do not meet company standards, b) contracts including work to which a company standard has not been established, c) short sold or short measured contracts.
  1. Field Relations – It is the responsibility of all sales personnel to inspect working projects to determine if the customer is getting what they bought during the follow-up visit and to insure a job sign is erected. Questions concerning the work are to be directed to the Sales Mentor or Sales Manager, not the men in the field. If a significant disaster is eminent, (working on the wiring area of the house) then the salesperson should discuss the situation with the Project Foreman.

General Guidelines:

The salesperson’s success will be the direct result of his commitment and desire to succeed.  There is no substitute for quality activity.  The primary failure of non-successful sales people is directly linked to low activity, which is typically linked to call reluctance.

Education, Knowledge & Skills

The salesperson should be in good health with a positive mental attitude.  In addition to sales skills, the salesperson is expected to develop a comprehensive knowledge about the products being sold.  Self-motivation and a burning desire to be successful (long hours and hard work) and the ability to not take rejection personally, are essential for success.  The salesperson should have a continuing education plan which includes attending sales training meetings, reading sales books, studying sales and product training videos, audio tapes, and trade journals.

Salesperson must be familiar with company safety and policy manuals and standards.

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