Reformulation of the Interveiw

Reformulation of the Interveiw

Reformulation of the Interveiw

All these advance preparations are designed to minimize the possibility of error in the selection of salesmen and the cost to the company which must result should this occur. Anyone who has had any experience of salesmen-and this must apply to most people, either in their business or private lives-must be aware of the fact that there is a vast number of people employed as salesmen who cannot sell. This is one of the most wasteful aspects of modern business. Unfortunately, in spite of all the screening processes which have been devised, no one has yet come up with a dependable method of test for selling ability.

To assess the likely cost to a firm of the engagement of a salesman who cannot sell one must consider the following:

A. the cost of the employment advertisement;

B. the cost of executives' time in recruiting, interviewing, selecting and appointing the Salesman;

C. the cost of the salesman's salary and expenses, including the provision of a company-owned car;

D. the cost of lost sales opportunities;

E. the cost of damage done to the firm's image on the territory;

F. the cost of the effect upon the morale of other staff when the unsatisfactory salesman finally departs.

Many of these costs are, of course, incalculable. That they may run into many thousands of pounds cannot be disputed. This is why the engagement of salesmen is a hazardous undertaking. It is also the reason why so much attention has been devoted to trying to answer the question: why are some people able to sell and others not?

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