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Salesmans Commision


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What is a fair percentage to pay a salesman? Do you base if off the profit of the job or on the total sale?

I have a a great guy that is bringing in new clients and work and I want to reward him for the efforts, but I dont want to overpay him that new work becomes less profitable that its not worth doing. I hope this makes sense. So if anybody has some insight please share!

 

This is really a great question. I have struggled and continue to struggle with this question. I have made many mistakes dealing with this and have not really settled the matter.

 

The closest compromise that I have reached is that I have a sales team paid a base and commissions. For example, their work entails keeping up to date and servicing the account, plus deriving a 1.5 to 3% of the gross billing above the cost of their base. There is a one time commission on new account acquisition too. A very good sales guy should be bringing you about $2.5mm is gross business minimum. You want good credit worthy accounts that pay on time and no hassles collecting your money.

 

Having said that, this questions always leads me back to the most fundamental question which is, how much should I be making out of my business for my time and investment?

 

I am certain that you will reach a point where you will have to choose to take your money and run from the industry, or stay invested and continue to work in the business.

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You're not going to find a magic commission number. We worked with our business coach for months to establish pay matrices for techs and SAs that reward their performance, satisfy overtime requirements (very important) and meet our profit goals. If you can do all this on your own, you are a genius. If not, get a business coach.

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      I recently spoke with a friend of mine who owns a large general repair shop in the Midwest. His father founded the business in 1975. He was telling me that although he’s busy, he’s also very frustrated. When I probed him more about his frustrations, he said that it’s hard to find qualified technicians. My friend employs four technicians and is looking to hire two more. I then asked him, “How long does a technician last working for you.” He looked puzzled and replied, “I never really thought about that, but I can tell that except for one tech, most technicians don’t last working for me longer than a few years.”
      Judging from personal experience as a shop owner and from what I know about the auto repair industry, I can tell you that other than a few exceptions, the turnover rate for technicians in our industry is too high. This makes me think, do we have a technician shortage or a retention problem? Have we done the best we can over the decades to provide great pay plans, benefits packages, great work environments, and the right culture to ensure that the techs we have stay with us?
      Finding and hiring qualified automotive technicians is not a new phenomenon. This problem has been around for as long as I can remember. While we do need to attract people to our industry and provide the necessary training and mentorship, we also need to focus on retention. Having a revolving door and needing to hire techs every few years or so costs your company money. Big money! And that revolving door may be a sign of an even bigger issue: poor leadership, and poor employee management skills.
      Here’s one more thing to consider, for the most part, technicians don’t leave one job to start a new career, they leave one shop as a technician to become a technician at another shop. The reasons why they leave can be debated, but there is one fact that we cannot deny, people don’t quit the company they work for, they usually leave because of the boss or manager they work for.
      Put yourselves in the shoes of your employees. Do you have a workplace that communicates, “We appreciate you and want you to stay!”
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