Dr. Jim Weber

Dr. Jim Weber

Dr. Jim Weber is the author of Farm Equipment’s regular standing column, “The Business of Selling,” which debuted in Farm Equipment in October of 2010. He has been a management consultant to the agricultural, construction and outdoor power equipment industries for more than 35 years, and has trained more than 2,000 dealers throughout the U.S., Canada, England, France, South Africa, Australia and New Zealand. Along with training and speaking, Dr. Weber has provided on-site consultation to over 300 dealers of all brands, ranging from $2.5 million to $1 billion.

ARTICLES

Business of Selling

Why Sales Compensation Based on Gross Margin?

While previous articles is this series have addressed the two most prevalent types of sales personnel compensation — salary and cash difference — this column focuses on a system that is not used as frequently, yet should yield significantly greater results. It is a sales compensation system based on the equipment gross margin.
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Business of Selling: 4P = Au

While next month's column will continue to explore compensation systems for salespersonnel, the focus of this column will address those winning attributes that were personified by each of the Olympic athletes as they participated in their individual and team events during the 2012 Summer Olympics in London, England. Whether Michael Phelps, Usain Bolt, the U.S. women's soccer team, or any of the other hundreds of participants, four attributes emblematic of gold (Au) medal play stood out; namely, purpose, passion, perseverance and pride, and each of those attributes are similarly applicable to a successful career in equipment sales.
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Dr. Jim Weber
Business of Selling

What's Wrong with Salaried Sales Compensation Plans?

While the last installment of this column documented the general characteristics of a well thought out compensation plan, this column, and a few to follow, will address the three most prevalent forms of salespersonnel compensation. The series will conclude with a radical approach for progressive dealers who want to "think outside of the box."
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Dr. Jim Weber
Business of Selling

Cash Difference Compensation Plan = Low Margins

In a survey conducted several years ago on how equipment dealers compensated their sales personnel, it was revealed that 30% of the dealers paid their sales personnel on the basis of salary while 28% of the dealers paid their sales force on the basis of "cash difference." While salaried sales compensation was the basis of last month's column, this column will explore the nuances associated with paying sales personnel on the basis of the cash difference that is "drawn"? on each transaction.
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Business of Selling

Cash Difference Compensation Plan = Low Margins

In a survey conducted several years ago on how equipment dealers compensated their sales personnel, it was revealed that 30% of the dealers paid their sales personnel on the basis of salary while 28% of the dealers paid their sales force on the basis of "cash difference." While salaried sales compensation was the basis of last month's column, this column will explore the nuances associated with paying sales personnel on the basis of the cash difference that is "drawn"? on each transaction.
Read More

Business of Selling: What's Wrong with Salaried Sales Compensation Plans?

While the last installment of this column documented the general characteristics of a well thought out compensation plan, this column, and a few to follow, will address the three most prevalent forms of salespersonnel compensation. The series will conclude with a radical approach for progressive dealers who want to "think outside of the box."
Read More
Dr. Jim Weber
Business of Selling

Compensation Systems

In addition to hiring the right person and clarifying the requisite objectives, tasks and responsibilities of the sales staff, another critical responsibility of the modern day sales manager is to develop a cogent and lucid compensation system that is easy to understand and rewards overachievers for their performance.
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Dr. Jim Weber
Business of Selling

Sales Responsibilities

Once the sales department culture is set in motion and the sales department philosophy has been established and agreed upon, the next step in managing the wholegoods department is identifying and embracing the responsibilities of both the sales manager and the wholegoods sales personnel.
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Business of Selling

Sales Responsibilities

Once the sales department culture is set in motion and the sales department philosophy has been established and agreed upon, the next step in managing the wholegoods department is identifying and embracing the responsibilities of both the sales manager and the wholegoods sales personnel.
Read More

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