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Installer/sales rep responsibilities

We're a small company. Our installers and sales reps act as a team to complete projects they do together. Sometimes they are able to spend time going over a job before the final proposal (usually larger jobs); other times, the installer only sees the project after the sale. The sales person designs the job and puts together a rough parts list and it's reviewed by the installer before ordering (by an in-house technician). For a variety of reasons, the original parts too often require a change. Too often, this requires phone calls and research to find the right part and review the specs, codes, etc. Our installers also serve as limited project managers, co-ordinating schedules, sub-contractors, etc. Who do you have finalize the parts list - the person who designs/sells or the technician who installs it? Since site time is valuable, there's concern with the office/phone/computer time required to research/engineer the final parts list/design. Any insights on how things are handled at different companies would be appreciated.

Thanks!

Reply to
JW
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This is typical of most companies. If your sales staff come across a job where a special application is required, they should be able to call on an installer to assist them in finding a solution.

That's way too many steps. Most sales people are going out there to sell *security*. That means the parts list shouldn't be "rough". It has to be "specific". They're the ones actually *designing* the system to meet the customer's specific requirements. You should have a "catalogue" of approved parts (stuff your installers know how to install and service) along with an idea of what it takes to install them (time wise).

Then your salesmen lack the skills to properly design a system, or you haven't provided them with the necessary tools to effectively market your products, or you're asking them to sell products beyond their comprehension/knowledge level.

What "market" are you in? You obviously haven't defined it from this statement.

Your installers shouldn't be "managing" anything. They should *know* their jobs. You should have office staff "co-ordinating schedules, sub-contractors, etc." Leave your installers to do what they do best... *install*.

Already answered this.

You clearly need to define everyone's job/function. You need procedures manuals, and a comprehensive and well researched parts schedule. Your sales people should be fully comfortable in dealing with their customer base and they do have to focus on a specific market until they're at a level where they can deal in others (through education or knowledge).

Frank Olson

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Reply to
Frank Olson

research/engineer

Reply to
Bob Worthy

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