5 Reasons Sales Should be Part of Every Role

When Sales is a responsibility of every role in the organization, you increase revenue, investment in the organization and overall morale. Let’s look at an example of someone who views sales as their responsibility, regardless of formal role:

Retro pitch man in black and white from a 1950's era TV commercial

I learned a long time ago, unless I wanted a monologue about how amazing GM products are, I better not mention any problems with my vehicles in front of Eric. Lifelong friend and (until recently) a GM logistics employee, Eric never stopped trying to sell me a GM vehicle. Now employed by a Chrysler supplier, he pushes Chrysler.

Why Your Role Includes Sales

Eric’s persistent sales approach made me notice more GM vehicles on the road. I became familiar with the line of vehicles competing with those I owned. I knew each of the features GM offered that exceeded those in the vehicle I drove. When it came time to replace a vehicle, GM was top on the list. Prior to Eric’s insistence, I had no preference. Here are some of the benefits from every role including sales as a responsibility:

1. Extended Sales Force: The obvious – the more people selling your product or service, the more revenue your company generates.

2. Personal Connections: Customers prefer to buy from people they know and trust. A family member, friend or even casual acquaintance has greater influence than a stranger.

3. More Revenue is More Investment in People: The more revenue you create, the more resources are available for investment in your people.

4. More Revenue is More Investment in Products and Services: Revenue that is not invested back into your people may be invested back into improving your products and services.

5. Improved Morale: The more you sell, the more market share you create. The more market share you create, the more proud employees are of the company.

How You Can Help Everyone Sell

My employer has a fantastic employee friends and family sales program. This initiative empowers employees to sell to family and friends at a substantial discount over retail prices. Even with the substantial discount, the direct sales allows the organization to offer a small percentage “commission” on the sale. The fee is nominal, but it rewards employees for selling our products. This is not a large revenue generating program, but it boosts morale as it enables employees to proudly serve those closest to them with products we produce. Here are similar ways you can help everyone sell at your company:

1. Offer Friends and Family Sales & Discount Programs: Much like that offered by my employer and all the top auto manufacturers, friends and family discount programs encourage employees to sell. These programs also push employees to own quality and support. After all, if your friends and family own your products, you want them to have a great experience.

2. Offer Education on Products & Services: Provide frequent, easy to access information about your services and products. It is especially important to frame this education in the light of your competitors. How do you meet or beat the competition?

3. Make Discount Codes / Coupons Readily Available: How easy is it for employees to grab a coupon or discount code for your products? The more available you make these items, the more encouraged your team will be to promote the products.

I was not a big promoter of our products before. Now, with the example set by Eric and the programs offered by my employer, I consider sales one of my responsibilities (though I work in technology). In fact, I average about one sale a week. As for Eric’s influence on me: I now drive a Chrysler and love it. Those years of influence finally paid off for Eric, his employer and my family.

Question: How do you help your organization sell?


Picture of Ben Lichtenwalner

Ben Lichtenwalner

Ben Lichtenwalner is the founder and principal of Modern Servant Leader and Radiant Forest, LLC. He has studied and promoted servant leadership awareness and adoption for over 20 years. He is the author of 2 leadership books and has 2 decades of corporate management and leadership experience. His corporate experience spans CIO, VP, Director, and many management roles at Fortune 500, INC 500, and Nonprofits. Ben’s education includes a B.S. in Management Science & Information Systems from Penn State University and an MBA from Lehigh University. Ben's Full Profile Here: About Ben Lichtenwalner

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