It is clear that companies trying to build sales forces from scratch can and do make a lot of mistakes. Selling in today's tough markets is no easy job. In new product rollouts it is easy to miss the projected numbers. Often the fall back position is to micro-manage the sales force to the point that productivity drops and some of the best sales people leave.

How does a new company avoid these types of mistakes? Obviously you hire the best and most experienced sales managers possible. Then you let them go do their job. Sometimes that even works, but often it is hard for a new sales manager to step back and make the right long term decisions for a sales force. Pressure for quick sales can be intense. Often you end up in a churn and burn situation where the top reps cannot invest the time that they really need to own accounts and the junior reps do not have the right guidance to get them to the next stage. Most sales forces are not large enough for there to be an effective mentoring program even if the top sales reps were inclined to help with such a program. Running a sales force today is often like standing in the ocean and having wave and wave crash over you. There is precious little time for reflection and almost no time to prepare for the next set of waves.

This is where SalesForceHelp comes into the picture. A sales professional to work with your managers and reps to build a sales force can make all the difference between success and failure. SalesForceHelp can provide the kind of on the job training that you just cannot get in a course.

The mentoring provided for managers can radically alter how effective a new sales force is in its first year.