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Sales Manager’s Handbook Page 1 Chapter 6 Rev. 6/2016
Chapter 6
New Hire Start-Up
First 90 Days
Sales Manager’s Handbook Page 2 Chapter 6 Rev. 6/2016
ROCHESTER MIDLAND CORPORATION
NEW HIRE SALES TRAINING PROGRAM
I. Objectives of the Sales Training Program
II. Preparing for the New Hire's First Day
A. Personnel Forms
B. Customer Records and Red Check
C. Start-Up Kit
D. Manager's Check-Off Forms
III. Planning & Scheduling of Events
A. Calendar of Training and Sales Activities
IV. Training Priorities
A. Job Orientation
B. Market / Product / Customer Orientation
C. Classroom Training on Concepts of Cleaning and Cleaners
D. Short Course on Counselor Sales Person
E. Developing a Specific Sales and Action Plan
F. Field Training in Sales and Service
V. Progress Indicators
VI. Summary
Sales Manager’s Handbook Page 3 Chapter 6 Rev. 6/2016
I. INTRODUCTION:
The primary objective of the RMC New Hire Training Program is to assist the Sales Manager, to
develop a new rep from the "Potential" stage to Peak Performance and to determine the presence
of the qualities necessary to become a successful RMC sales professional in a 90-day period.
Although sales training is an on-going process, the first 90 days is critical for a new hire to
develop success habits and for the Manager to evaluate his/her effort and performance.
This training program can also be utilized to retrain and evaluate underachieving reps.
In order to determine the new hire's and/or underachiever's continued employment with RMC
after the 90-day period, we must be certain that we have provided all the support, training,
guidance and leadership necessary for the rep to succeed. This training program provides that
certainty in our decision to either cut our losses or develop a winner.
Sales Manager’s Handbook Page 4 Chapter 6 Rev. 6/2016
II. PREPARING FOR THE NEW HIRE'S FIRST DAY
Prior to the new sales rep's first day on the job, completing the following can maximize training
time:
A. Personnel Forms:
- The Sales Pay Package Summary Form should be completed, approved and
signed by the Regional, Group and Business Unit Managers and forwarded to
Talent Management (TM) prior to TM sending the RMC employment Offer
Letter to the new rep.
- Mail the Employment Package/Personnel Forms to the new rep prior to his/her
first day. Have them fill out as much of the paperwork as possible to be
completed on his/her first day with you. Forms that require a witness should be
signed only in front of you or another RMC management employee.
- The I-9 Form should be completed at the start of the first day. The completed
form and photocopies of the ID’s used to complete the form must be faxed to TM
the morning of the rep’s first day. Be sure to ask the new hire to bring 2 forms
of ID with them on the first day: a Driver’s license plus one of the following:
Social Security card, Birth certificate or Passport. The original form and
photocopies of the ID’s used to complete the form must still be forwarded to TM.
This allows TM and CIS to set the new rep up in the computer, assign a sales
number, and transfer the accounts being given to the new rep to the new rep’s
territory.
- Completed On-Payroll Packets should be mailed to Talent Management
immediately. Packets received after current pay period processing has begun will
cause the first payday to be delayed. Incomplete packets will also cause delay in
adding the new rep to payroll.
- A Sales Account Allocation Form (SAAF) and a Monthly Sales Target (MST)
should be completed and approved by the Regional and Group Managers prior to
the rep’s first day. Failure to do so will result in delays in order processing
and/or commission reductions.
Sales Manager’s Handbook Page 5 Chapter 6 Rev. 6/2016
B. Customer Records and "Red Check"
- If necessary, which it is in most cases, make sure to update the customer record
books using the 15-Month Report.
C. Start-Up Kit
- Order business cards using the form included in the On-Payroll Packet or via the
new rep start up form available on the RMC Intranet.
- Updated price book, product manuals and division manuals, i.e., Universal
Training, Boiler simplified, etc.
- Training videos: RMC Chemical Safety Program.
- Market Specific Training Guides:
General Approach to Cleaning and Cleaners.
- Samples of Core products for demos base on specific market focuses.
D. Check-off Forms
Attached are forms to assist you in checking off the completion of items to be covered.
Sales Manager’s Handbook Page 6 Chapter 6 Rev. 6/2016
SALES MANAGER'S TRAINING CHECK-OFF FORMS
SECTION I. PERSONNEL FORMS - (Check off as completed)
______ Pay Plan Worksheet
______ Application for Employment
______ New Employee Profile
______ Employee Withholding from W4
______ Government Eligibility to Work Form I-9
______ Auto License and Insurance
______ Request for Direct Deposit
______ Employee Chemical Safety Quiz and Video
______ Safety Equipment Issued and Receipt Letter
______ Chemical Safety Program Sign-Off
______ Business card order form
______ Corporate Sales Policy
______ Employment Agreement
______ Electronic Media Policy
______ Shipment & Transport of Chemicals Policy
SECTION II. JOB ORIENTATION
______ Job Description & Responsibilities
______ RMC Organization
______ RMC Vision, Mission, Values, Strategies, and Measures
______ Regional Organization
______ Samples for Demos
______ Daily Sales Activity
______ Call Summary Reports
______ Business Cards
______ CSR / Sales Rep Procedures Manual
______ Price Book Orientation
______ Corporate Sales Policy
Sales Manager’s Handbook Page 7 Chapter 6 Rev. 6/2016
______ Sales Order Forms - Proper Way to Write Order
______ New Account Information
______ Minimum Commissionable Orders
______ Bid Policy and Special Price Quotes
______ Blanket Order Agreement/Price Quotes
______ Loaned Equipment Policy
______ National Account Pricing
______ Freight Policy
______ Registered Products
______ Sample Policy
______ Lot Numbers on Products
______ Expense Guidelines
______ Merchandise Returns
______ Credit Policy
______ Commission Clawbacks
______ Reading a Product Label
______ Inventory Communications
______ Shipping Locations
SECTION III. SALES SUPPORT
______ Marketing / Technical Support
______ Customer Service Center Support
______ Divisional Sales Support
SECTION IV. FORMS
______ Weekly Planning Schedule
______ Pre-Call Planner
______ EOM Report
______ CCF (Customer Complaint Form)
______ Incident Report
______ Time Off Request
______ Monthly Time Sheet
Sales Manager’s Handbook Page 8 Chapter 6 Rev. 6/2016
______ Inventory Gain / Loss
______ Sample Order
______ Loaned Equipment Agreement
______ Loaned Equipment Upcharge Worksheet
______ TEAM Program
______ Supply Agreements
______ SPQ Requests
______ Order Forms
______ New Account Start-Up Form
SECTION V. REPORTS
______ 562 Report
______ Order Summary Report
______ Invoiced Order Report
______ Open Order Report
______ Detailed Aging Report
______ Attrition Reports
______ Attrition Codes
______ Price List Report
______ Tier Verification Report
______ Loaned Equipment Report
SECTION VI. RMC INTRANET
______ Sign-On and Navigation
______ Divisional Sections
______ Knowledge Base
______ File Repository
______ Search Function
______ My Sales Reports
Sales Manager’s Handbook Page 9 Chapter 6 Rev. 6/2016
SECTION VII. SAFETY
______ Safe Lifting
______ Personal Protective Equipment (PPE)
______ Hearing Protection
______ Chemical Safety
SECTION VIII MARKET / PRODUCT / CUSTOMER ORIENTATION
Review each of the following items (Check off when completed)
______ Corporate Sales Strategy
______ Regional Sales Strategy
Marketing Divisions Overview and Focuses
______ Food Safety
______ Water Energy
______ CleanAire
______ Facility Supplies
______ Marketing Bulletins
Customer Orientation
______ 15-Month Report
______ TVR
______ Account Record Books
______ Territory Management
______ Key Accounts in Territory
______ Qualified Prospect Summary
______ Sanor Trial Bank
Product/Application Orientation
______ Concepts of Cleaning and Cleaners
______ SSTARTECC
______ Specific Division Basic Manuals
______ Core Products in the Marketing Focuses
Sales Manager’s Handbook Page 10 Chapter 6 Rev. 6/2016
SECTION IX. SALES PROCESS & SKILLS TRAINING
______ Reorders
______ Checking Inventory
______ Account Expansion
______ Account Development
______ Account Servicing
______ CSP
______ Role Play Relating and Discovery
______ Discovery Agreements
______ Pre-Call Planner
SECTION X. PLANNING AND ORGANIZATION
______ Sales Plan (Consolidated Call Sheet) & Calendar for Month
______ Weekly Planning Schedule
______ Samples for Demos
______ Daily Sales Activity
______ Call Summary Reports
______ QPP, QPS, Month End Closing Reports
III. PLANNING AND SCHEDULING OF EVENTS
The Sales Manager has many responsibilities and sales people with which to work. By planning
and scheduling the new hire's first 90 days activities, it allows you to coordinate training days
with yourself and other trainers, it gives everyone the opportunity to plan his/her schedules
effectively and it also teaches the new rep the value of planning.
The following is an example of a new sales reps schedule for the first 20 working days or 1st
month on the job. Review and discuss priorities with your Regional Manager and fill out an
actual calendar. (Copy should be sent to both the Regional Manager and the Division Vice
President/General Manager).
Sales Manager’s Handbook Page 11 Chapter 6 Rev. 6/2016
MONTHLY WORK SCHEDULE MONTH OF _____MARCH_____
NAME _____"New Rep"_______
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
DAY 1
Office 8:30 AM Personnel Forms
&
Job Orientation
2
Customer/Product/Market
Orientation
Sales Training
Assign MSTG
3
Field Training
With
Manager
4
Field Training
With
Manager
5
Sales Day
(Sold)
Call in PM To
Review Day
6
Classroom Training
Market/Products
"Relating & Discovery "
Sales Training
Make Appts.
7
Field Training
With
Manager
8
Sales Day
(SOLO)
9
Sales Day
(SOLO)
10
Team Selling
With Another Rep
Call In For Review
11
Classroom Training
Market/Products
"Advocating"
Sales Training Make Appts.
12
Field Training
Day With
Specialists
13
Sales Day
(SOLO)
14
Field Training
With
Product Manager
15
Sales Day
(SOLO)
16
Classroom Training
"Supporting & ROI
Make Appts.
17
Sales Day
(SOLO)
18
Sales Day
(SOLO)
19
Sales Day
(SOLO)
20 Field Training
With
Manager
Review the Month &
Plan the Following Month
Sales Manager’s Handbook Page 12 Chapter 6 Rev. 6/2016
IV. TRAINING PRIORITIES
A. JOB ORIENTATION
It is vital that the new sales rep understands from day one what his/her responsibilities are,
RMC’s expectations and the effort that it's going to take for them to become successful. These
responsibilities must be written and discussed thoroughly.
The RMC sales reps job description consists of the following responsibilities and objectives:
“ONE” RMC:
- Our Vision
- Live by RMC Core Values
SALES:
- The retention and expansion of the existing account base entrusted to them.
- Development and acquisition of new accounts for territory expansion.
- Achieve minimum sales growth standards.
TRAINING:
- Learn and have clear understanding of the focused markets, products and applications.
- Minimum service requirements.
- Learn and master Counselor Sales Person
- Timely completion of Training Guides assigned for home study.
- Attend sales training meetings scheduled by Management.
ORGANIZATION:
- Keep up-to-date customer records/purchase activities.
- Maintain up-to-date and accurate customer information such as: key contacts, service
dates, etc.
- Maintain current price book and product manuals.
- Record and submit call summaries, sales reports and review with Manager.
Sales Manager’s Handbook Page 13 Chapter 6 Rev. 6/2016
PLANNING:
- Complete monthly planning calendar base on Consolidated Call Sheets and scheduled
training days due 1st of every month.
- Written updated list of target accounts (QPS) with 30-40 prospects monthly.
- Pre-call planning.
- Qualified Prospect Profiles and action plans
CUSTOMER SERVICE:
- Assist customer service support team in handling customer requests.
- Assist in account receivables when necessary.
- Cooperate with Inside Sales Rep assistance requests.
Sales Manager’s Handbook Page 14 Chapter 6 Rev. 6/2016
B. MARKET / PRODUCT / CUSTOMER ORIENTATION
In order for the new sales rep to become an effective RMC sales professional, he or she must
first understand "WHO" we are, "WHAT" we do and "HOW" we get it done.
Rochester Midland Corporation has been in the specialty chemical business since 1888. RMC’s
uniqueness is in the diversity of its product lines and the markets we serve.
Our products are focused in the following market applications:
- Food safety and plant sanitation in food processing plants such as meat and poultry
processing, seafood, bakeries, snack food, prepared foods, vegetable processing, dairy,
beverage, etc.
- Environmentally preferable technologies for industrial and production cleaning
applications for metal working, heavy equipment manufacture, graphic arts,
transportation, asphalt and concrete industry.
- Water treatment for comfort and process heating and cooling systems in manufacturing
facilities, food processing, metalworking, plastics, universities, hospitality and health
care.
- Waste water treatment for the circuit board industry, metal plating, food processing, and
paper mill industry.
- Sanitation programs for the Animal Lab Science research facilities in medical centers,
universities, pharmaceutical companies and private research laboratories.
- Institutional cleaning products for environmentally preferable and sustainable cleaning of
hospitals, public facilities and offices.
- Personal care products for use in washrooms in virtually all facilities in every market.
Sales Manager’s Handbook Page 15 Chapter 6 Rev. 6/2016
Now discuss the titles and job responsibilities of the personnel the reps will be contacting in
his/her existing accounts and his/her target accounts.
INDUSTRY
Plant Manager Purchasing Agent
Maintenance Supervisor Production Manager
Plant Engineer Environmental Safety
Boiler and Cooling Operator Waste Treatment Plant Operator
FACILITY AND BUILDINGS
Building Manager
Maintenance Supervisor
Purchasing
Housekeeping/Custodial Supervisor
HEALTH CARE
Administrator
Environmental Services Manager
Housekeeping/Custodial Services
Purchasing
Food Service Manager
Power Plant Engineering
Facility Manager
FOOD PROCESSING
Plant Sanitarian
Plant Manager
Plant Engineering
Maintenance Supervisor
Quality Assurance Director
Purchasing Director
Sales Manager’s Handbook Page 16 Chapter 6 Rev. 6/2016
SCHOOLS & UNIVERSITIES
Director of Buildings and Grounds
Custodial Services
Business Manager
Superintendent of Schools
Purchasing
Power Plant Engineering
Athletic Director
Food Service
Nurse
UTILITY COMPANIES
Plant Manager
Environmental and Safety Director
Purchasing
Facility Maintenance / Housekeeping
Plant Engineering
Vehicle Maintenance Department
Sales Manager’s Handbook Page 17 Chapter 6 Rev. 6/2016
Utilizing the TVR and 15-Month Report, review the types of customers the new rep has in his
territory. Identify the key accounts, which in most cases represent 20% - 30% of the entire
account base.
It is crucial that scheduled calls are planned for these key accounts in the first two months.
The makeup of these accounts will also assist you in determining the training priorities for the
new sales rep. For example: If the account base has water treatment accounts that need frequent
service, then one of the training priorities must include the completion of MSTG "Boiler
Treatment Simplified" and arrange for training to teach the new rep how to service these
accounts.
Keep in mind that the new rep has no preconceived ideas of what is difficult and what is easy to
learn. It is our ability to teach in a logical and simple to understand manner that will be the
difference.
You may also want to divide the territory into quadrants for effective time management when
planning the daily sales activities.
Sales Manager’s Handbook Page 18 Chapter 6 Rev. 6/2016
C. CONCEPTS OF CLEANING AND CLEANERS
To effectively provide product and application training, we must first teach and make sure that
the rep learns and understands the concept of cleaning and cleaners.
Start by explaining the categories of the different types of cleaners and the soils that they clean.
Spend extra time on SSTARTECC and teach them how to bridge the two parts.
The "General Approach to Cleaning and Cleaners" MSTG explains in detail the concepts of
cleaning and it also includes practical sales situations that forces the rep to select a specific
product for the specific application needs. This exercise will also help them in actual selling
situations.
Use the "General Approach" MSTG for this training session and it should be the first home study
assignment for the new hire to study and complete.
Once the sales rep fully understands the concept of hard surface cleaning, learning products and
applications in all the Marketing divisions will be easier and less confusing.
You can then assign a Core group of products and basic training manuals for a specific market
focus for the rep to master.
For example:
MEAT PROCESSING: Foam Safe, F-364, F-25, 780ST
INDUSTRIAL: Alpha 1 & 3, Excel, Neugenic 4175, Super Electrosafe
BOILERS: BFW-504, OS-912, RLT-250, AND CLT-7
Sales Manager’s Handbook Page 19 Chapter 6 Rev. 6/2016
D. SALES TRAINING
The RMC sales activity consists of two parts. The first part is Account Retention and the second
part is Account Development in existing accounts for expansion and new prospects for territory
growth.
ACCOUNT RETENTION
The two main reasons customers are lost is due to either a change in sales rep or a change to
customer management. Therefore, it is vital that the initial call must start with the Relating
phase. The new rep must establish trust and credibility with the customer and discover his/her
desired status regarding the change. Then proceed to performing service requirements, inventory
checks and obtaining reorders.
It is important to remember that creating multiple relationships in an account, above and below
and next to your central contact (known as 3 x 3 selling) is an effective method of improving
account retention, particularly as personnel changes occur. You should make sure you have a
relationship with your contact’s boss(es), your contact’s subordinates and your contact’s peers
(other managers at the contacts same level). If and when your contact moves on, you have three
other relationships to pull you through.
The retention of our existing base is achieved by providing proper service of these accounts that
brings added value to the customer. Some of the key service activities include:
� Customer safety seminars.
� Product application training for plant personnel.
� Account Reviews.
� Providing Cleaning Procedures.
� Quality audits.
� System reviews.
� Written Service Reports
� R.O.I. identification
� Continuous improvement projects
ACCOUNT DEVELOPMENT
Account development is probably the most complex and important part of the entire training
program. It is the core of our sales training to produce peak performers and inter-dependent reps.
Sales Manager’s Handbook Page 20 Chapter 6 Rev. 6/2016
Too often, we assume that by hiring candidates with previous sales experience that all we need to
do is provide them with product knowledge and they will produce. This thinking has proven to
be a costly mistake time and time again.
To be a Peak Performer in our business, it requires a certain "Thought Process" that may not
have been taught or learned by the new hire in his/her previous job experience. Not only are
they now required to learn a vast variety of products in various markets and applications, they
must learn to develop creative solutions to cleaning & treatment problems, design programs to
improve existing programs, sell value through overall cost reduction / increased output and
return on investment instead of lower price per gallon / pound.
In essence, they must learn the difference between "Product Selling" and "Program Selling",
when each one is the appropriate approach and how to effectively operate as a Counselor Sales
Person (CSP).
Our objective as trainers is to develop all our sales reps from the "Dependent" stage to the "Inter-
dependent" stage. By taking a rep step-by-step through the entire selling process and ensuring
that they master the basic four (4) fundamentals of Relating, Discovering, Advocating and
Supporting, we develop Peak Performers and his/her success is by design rather than by accident.
Due to the complexity and the need for specifics, teaching and supporting the use of CSP will be
a separate section on its own so that it can be utilized by new and veteran sales reps.
Sales Manager’s Handbook Page 21 Chapter 6 Rev. 6/2016
E. DEVELOPING A SPECIFIC SALES AND ACTION PLAN
In developing a specific plan, we must divide it into the following categories:
Sales Objectives:
The sales target to be assigned must be determined based on the territory volume sold the
previous year, lost accounts, attrition, new business carryover, price increases plus the
minimum growth requirement.
As the rep starts calling on accounts, there may be accounts that are lost or overloaded
with inventory by the previous rep. Make the adjustment as needed. It is critical that we
are fair in setting sales targets for the new hire.
Action Goals:
Set action goals that are challenging and attainable. It is important that the new rep
experience successes from which to build upon at the beginning stages of his/her career.
A new rep’s action goals should consist of the following:
� Making appointments
� Relating and Discovery Agreements
� Surveys
� Product demos and/or tests
� Service reports
Depending on the new hire's attitude to learn, you may not want to assign every category
the first month. However, all these action goals that cover all the market focuses should
be included in the 90-days training and evaluation period.
Sales Manager’s Handbook Page 22 Chapter 6 Rev. 6/2016
DAILY SALES ACTIVITY
MORNING
7:00 - 7:30 Travel time or make appointments
8:00 - 10:00 Service / Reorder calls
Appointment calls
Qualify 2 potential prospects
10:00 - 10:15 Call 800 Voice Mail for messages
If managers are available, review prior calls
Return messages
10:15 - 12:00 Sales calls - reorders and development
AFTERNOON
12:00 - 12:30 Lunch
Fill out Call Summary
Questions for Manager / Trainers
12:30 - 1:00 Travel time to next sales call
1:00 - 3:30 Service / Reorder calls
Appointment calls
Product demos
3:30 - 3:45 Check Voice Mail for messages
Review day with Manager
Ask questions re: applications, products
Call in orders for the day
Return messages
3:45 - 5:00 Qualify 2 more potential prospects
Schedule appointments
Complete Call Summary
Sales Manager’s Handbook Page 23 Chapter 6 Rev. 6/2016
EVENING:
- Review day’s activities
- Plan follow-ups
- Check e-mail messages and respond as needed
- Phone communication with Manager
- Study MSTG assigned
- Learn 2 Core products
- Prepare pre-call plans for the following day’s sales activities and tools needed:
o Survey forms
o Product portfolios
o Brochures
o Service report forms
o Samples for demos
Sales Manager’s Handbook Page 24 Chapter 6 Rev. 6/2016
F. FIELD TRAINING, SALES & SERVICE
SALES:
Field sales training is where the knowledge and information is put into action. This is the
stage in the training process where the manager shows the reps how the CSP selling
process should be conducted. It is also the time where coaching and motivating takes
place.
Keeping in mind that at the new reps dependent stage, we need to show them step-by-step
the proper selling process from the Relating phase through the Supporting phase.
Our objective being that we want to bring the rep to the independent stage as quickly as
possible, it is important that during field training, we allow the rep to show his/her
capabilities on some of the calls. If the rep has no prior sales experience, they must at
least be able to emulate what we do during sales calls.
Before the call, discuss and role-play the Pre-Call plan. After each sales call, review and
conduct a post-call discussion. Start by discussing the positive things and make
suggestions on the areas that need improvement. Remember, there is no criticism that is
constructive. So do not criticize, people are more receptive to suggestions.
It is also vital that we do not shortcut the selling process during field training sales calls.
Follow through with each stage of the selling process and remember, do not sell for them,
rather sell with them!
SERVICE:
Schedule service calls with the new rep. You should enlist the help of either a product
manager or a capable associate if necessary. Service training must include following:
- Perform the minimum service standards.
- Titration and service report record keeping
- Relate & discover with operators.
- Preventative maintenance on RMC equipment.
- Identify continuous improvement opportunities.
- Identify additional application opportunities.
Sales Manager’s Handbook Page 25 Chapter 6 Rev. 6/2016
V. PROGRESS INDICATORS
The amount of time that you and other managers spend in training and team selling with sales
people is an investment. As is the case in all investments, there must be a return on your
investment. Therefore, it is important to track progress, evaluate failures and successes, evaluate
the sales rep's effort and determine if the desired results are satisfactory.
The following are several guidelines to assist you in tracking progress:
- Sales goals are being met or are you getting excuses?
- Are action goals being met?
- Check his/her prospect list. Are new ones added all the time or do you see the same
ones?
- Is the sales rep asking questions about applications or are there no questions being asked
at all?
- Do they ask the same questions repeatedly?
- Is he/she arranging demos and closing new sales on his/her own or do they depend on
you to do all the selling?
- Does the rep order samples for demos?
- Is the rep suggesting creative solutions to problems or do they expect answers from you
all the time?
- When quizzed on the CSP components or core products, can they present confidently or
do they stutter, guess or give you a blank stare?
Your time is valuable. Therefore, these questions have to be answered positively or negatively.
The first 90 days are critical. As the saying goes: "You can lead a horse to water, but you can't
make him drink." If we have added salt to the oats to give them the extra incentive and they still
refuse to drink, then you as a trainer have done all you can. Do not waste any more time.
Review your evaluations regarding the specific rep and his/her plan with your management team.
It is also important to remember that although a particular rep may not be showing progress in
some product division, they may be a producer in other product lines which makes him/her a
valuable part of the team. And the ultimate goal is the team goal. If results aren't being met but
the effort is evident, you may need to adjust or change the plan. The goals must stay the same.
Measurable progress must be achieved in reasonable time or substantial changes must be made.
Sales Manager’s Handbook Page 26 Chapter 6 Rev. 6/2016
Summary
In providing a new hire sales rep with a complete training program, the manager knows that
he/she has given the new hire all the tools and support needed to be a successful RMC sales
professional.
The success or failure of the new rep is now totally based on his/her own desire to succeed,
intelligence and drive to learn the concepts of creative chemistry, and develop creative solutions,
and the effort she/he is willing to put forth in order to succeed.
If progress is not evident, some reps will resign of his/her own accord. However, most will not.
It is the manager’s decision and responsibility to terminate or keep the new hire within the 60
days training and evaluation period.
If termination is the proper course of action, then make sure that the proper procedures of
termination are followed to avoid any unnecessary appearance of unfairness or legal
complications. Discuss the process with the Group Vice President and Talent Management. See
Chapter 8 for Performance Improvement Plan and Performance Appraisal guidance.
On the positive side, we know that if the new rep has the desire to succeed and is willing to put
in the effort, this training program will serve its purpose in developing them from the Dependent
Stage to the Interdependent Stage. Thus, the addition of another member to RMC’s professional
sales team is achieved.
Sales Manager’s Handbook Page 27 Chapter 6 Rev. 6/2016
Expense Guidelines 1) MILEAGE (where pay package allows):
a) Mileage begins from the first stop and ends with the last stop. Reimbursement rate is defined in your pay package. Daily mileage logs must accompany expense account form for payment, listing miles driven per day or trip, location(s) visited and purpose of trip. This information should be written on Page 2 (Explanation Page) of the expense report.
b) MILEAGE TO AND FROM OFFICE IS NOT REIMBURSABLE IF THAT IS THE OFFICE WHERE THE INDIVIDUAL IS BASED.
2) GIFTS, GRATUITIES:
a) Company policy precludes the giving of any gifts or gratuities to any customer, prospect or employee without the explicit approval of the Division Vice President.
b) Entertainment such as golf, hockey, football, baseball games, etc are only reimbursable if pre-approved by Division Vice President and submitted with proper documentation after the event.
3) CUSTOMER LUNCHES:
a) OCCASIONALLY acceptable, but should be the exception. b) Detailed ORIGINAL receipts with specific information on the company, employee names and
business topics reviewed at the lunch must be included for reimbursement. No reimbursement will be made with “tear-off” receipts. Only credit card or cash register receipts are acceptable under IRS regulations.
4) EMPLOYEE MEALS:
a) Manager may OCCASIONALLY purchase a meal for the employee, but not on a routine basis. Section 5 limits apply for each person. This should be reported per section 5e.
b) Detailed documentation as defined in 3b must accompany the receipt for reimbursement. 5) MEALS AWAY FROM HOME:
a) Breakfast Maximum $10.00 + tip + tax. b) Lunch Maximum $12.00 + tip + tax Only with Overnight Stays c) Dinner Maximum $35.00 + tip + tax. d) If charges exceed these maximum caps, only list the cap as the reimbursable expense. Tips
should not exceed 15%. e) When you submit reimbursable business meals, you must fill out the back-side of the expense
report which includes not only who you had the meal with, but also where you ate and what business was discussed. Without all these components, your expense report will be returned.
f) No reimbursement will be made with “tear-off” receipts. ORIGINAL detailed receipts must be submitted.
6) HOTEL/MOTEL:
a) Refer to RMC Travel Policy for corporate numbers and information. b) Maximum acceptable hotel rate is $120/night plus applicable taxes. c) Exceeding the Maximum will only be considered in major metropolitan areas where lower priced
options are not available, with prior approval of the Division Vice President or President. d) Hotel/Motel bills will be reimbursed only for lodging, meals, and tax expenses. Exclude
incidentals such as mini-bar, movies, phone calls, etc. ORIGINAL receipt must be submitted. e) Refrain from charging phone calls to your room. This is very expensive and will NOT normally be
reimbursed. 7) RMC will not reimburse any expense claims in excess of $10.00 without proper ORIGINAL
receipts. 8) CAR RENTALS:
a) Refer to RMC Travel Policy for Corporate numbers and information.
Sales Manager’s Handbook Page 28 Chapter 6 Rev. 6/2016
Expense Guidelines (cont’d)
9) AIR TRAVEL:
a) All air travel must be booked through Van Zile Travel preferably using their online booking tool or, if necessary, an agent at 585-244-1100 or 1-800-836-8110, ask for someone on the Rochester Midland Team.
b) Division Vice President or President must approve trips prior to purchase of ticket(s). c) No more than two (2) RMC employees are to travel on the same flight at any time. Additionally,
no two (2) senior managers are to fly together at any time. Exceptions to this rule require President approval.
10) BUSINESS TELEPHONE CALLS:
a) RMC will reimburse managers and sales reps for reasonable business calls made from their home or mobile/cellular phones up to the cap limit, assuming this is part of your pay package. The original total telephone bill with highlighted long distance business calls must be submitted for payment approval. Charge ONLY business portions to RMC, meaning applicable long distance charges.
b) Specific business-related telephone caps for home and cellular/mobile telephones and faxes must be followed, as per your pay package.
c) Base rate charges for home telephones will not be covered as reimbursable expenses. d) If your pay package includes this reimbursement, only current charges will be paid, past-due
charges will not be considered for reimbursement. 11) EXPENSE REPORTS
a) Expense reports should be submitted each week. b) Expense reports that are filed later than 30 days after the last trip date are not reimbursable. c) Expense reports must be submitted on the proper form. d) Any expenses listed under Transportation require a detailed explanation, on Page 2, for
reimbursement. e) Any expenses listed under Business Meals on the Expense Report require a receipt and detailed
explanation, on Page 2, for reimbursement. f) Any Miscellaneous supply purchases on the Expense Report require a receipt and detailed
explanation, on Page 2, for reimbursement. g) ORIGINAL supporting receipts must be attached, for processing. G. A. Paynter
President & COO
Sales Manager’s Handbook Page 29 Chapter 6 Rev. 6/2016
RMC TRAVEL POLICY
I. GENERAL POLICY STATEMENT RMC's policy is to reimburse an employee for reasonable expenses incurred during
ordinary business activity carried out at the Company's request or in its best interest, following Company guidelines at all times.
II. SUMMARIES OF POLICIES BY EXPENSE CATEGORIES 1. Transportation to and from business appointments and meetings outside the office is
a reimbursable business expense. Expenses incurred while commuting between home and the normal office location are not reimbursable. For air travel, trips must be scheduled with the approved RMC travel agency (Van Zile Travel preferably with their online booking tool – Concur - or, if necessary, an agent) and must be approved by the Division Vice President, or President prior to ticketing.
2. Hotel and Motel expenses are reimbursed when an employee must be away from
home overnight for business reasons and according to Expense Guidelines. 3. Meals will be reimbursed when associated with business travel away from home or
when a business situation requires that a non-employee be provided a meal. See Expense Guidelines.
4. Approved meeting expenses will be reimbursed or paid directly to the vendor when
approved in writing by the cost center manager responsible for and present at the event. An itemized receipt for all expenses will be required to document the place and business purpose of the meeting.
III. AIR TRAVEL
1. Van Zile Travel is our exclusive travel agency. Most trips should be booked using their online booking tool (Concur). Additionally, Van Zile has a team of agents dedicated to RMC. Ask for someone on the “Rochester Midland Team”. Team members are listed below. If they are not available, your call will be forwarded to another agent.
Van Zile Travel Office hours: Mon - Fri 7:30a.m.- 7:00p.m. EST 3540 Winton Place Rochester, NY 14623 Phone: 585-244-1100 Concur Help Desk: 877-443-5515 M-F 8:30 am – 7 pm EST
800-836-8110 Fax 585-244-3410 Email: vanzile@vanzile.com ConcurTravel@vanzile.com Website: www.vanzile.com Emergency: 877-443-5766 - After hours emergencies ONLY Rochester Midland Team Peggy x2790 peggy@vanzile.com Meghan x2774 meghan@vanzile.com Erin x2770 erin@vanzile.com Diane x2792 diane@vanzile.com
Sales Manager’s Handbook Page 30 Chapter 6 Rev. 6/2016
2. All travel must be approved by the Division Vice President, or the President
prior to ticketing. PLAN AHEAD! Except in emergencies, air fares should be planned and reserved at least two weeks in advance.
3. There are to be no more than two (2) RMC employees traveling on the same
flight at any time. Additionally, only one (1) senior manager per flight at any time. Any deviations from this policy must be approved by the President.
4. Air Travel is to be economy class or equivalent. Travel arrangements should be
made sufficiently in advance to obtain the lowest discount fare. (Discounts may save as much as 50% of the normal fare cost.) Coast-to-Coast travel may require that you stay over a Saturday to obtain lowest rate. RMC will pay for lodging/meals.
Van Zile Travel/Concur uses RMC's travel policy as a guideline in making your
arrangements and will report your travel expenses (air, car, lodging) to RMC on a daily basis. Any deviation from the lowest fare they are able to obtain will be included in their report and you will be asked to explain the reason for the deviation. In the absence of an acceptable explanation, you may be liable for the excess cost.
5. Van Zile/Concur will email your itinerary to you. You MUST review it when
received to ensure it is what you wanted. 6. If for any reason, you are unable to use a ticket/reservation, advise Van Zile Travel
ASAP. Van Zile will “bank” these tickets and use them whenever it is possible. In some cases, you will be able to exchange an entire non-refundable ticket towards another non-returnable ticket of greater value. RMC will then pay the fare difference plus a fee. Ask the travel agent about any restrictions regarding unused tickets. Each airline has different requirements.
IMPORTANT: If you purchase a non-refundable airline ticket and
find that you need to cancel, call Van Zile Travel by 7:00 p.m. EST
the next business day after booking the ticket and they can void the
transaction, in most cases.
Any employee wishing to "upgrade" to other than economy class may do so by
paying the excess cost.
7. NO AIRLINE TICKETS ARE TO BE CHARGED TO PERSONAL CREDIT
CARDS. ALL PURCHASES OF AIRLINE TICKETS MUST GO ON
RMC’S BTA ACCOUNT WITH VISA. NO EXCEPTIONS WITHOUT
APPROVAL OF THE PRESIDENT.
8. Frequent Flyer Programs. Our arrangement with Van Zile Travel is one of the least
cost routing. When scheduling air travel, you will be asked for destination and time schedules. The airline will be established by the agency. Legitimately earned frequent flyer miles obtained through the least cost routing policy are yours to keep. However, the abuse of the requirement for least cost routing or the scheduling of unnecessary trips for purposes of accumulating frequent flyer miles will result where applicable in a personal chargeback of the excess cost.
Sales Manager’s Handbook Page 31 Chapter 6 Rev. 6/2016
V. ACCOMMODATIONS 1. If Traveler is booking a hotel IN CONJUNCTION with airfare, they are requested to
use Van Zile Travel/Concur to book. Van Zile will find affordable cost lodging in any city, per RMC guidelines.
2. If Traveler is booking hotel or rental car ALONE, with NO airfare, they should call an
agent at Van Zile Travel directly. 3. Van Zile/Concur will email your hotel reservations to you. You MUST review
this when received to ensure it is what you wanted.
4. Hotels will generally hold your reservation only until 6 p.m., unless you guarantee the reservation with a credit card for late arrival. The only drawback to this is if you don't show up and you haven't canceled the reservation in advance, the hotel will charge you for the first night.
5. Hotel charges will be charged to your personal credit card and are reimbursable on
an Expense Report with proper approvals. VI. MEALS RMC will reimburse an employee for reasonable meal expenses associated with
business travel away from home. RMC Expense Guidelines apply. VII. CAR RENTALS 1. To book a rental car with NO airfare, call an agent at Van Zile Travel directly. 2. Car rentals may be booked in CONJUNCTION with your other travel plans (airfare)
through Van Zile Travel/Concur. In general, auto rentals should be midsize, intermediate or compact, depending on the specific circumstances. No rentals for premium, luxury or sports cars are allowed. RMC has accounts with several car rental companies:
PREFERRED: National Car Rental Account # XZ29232 PREFERRED: Enterprise Account # XZ29232 Hertz Account # 398849 Budget CorpRate Account # T319100 If a lower rate is available through another rental company on a special promotion,
you are free to use that company.
2. Check to see if unlimited mileage is available at the rate you are being charged. 3. Car rentals will be charged to your personal credit card and are reimbursable on an
Expense Report with proper approvals.
4. When renting a car, say "yes" to collision damage (or loss damage) insurance unless you are charging to a credit card which provides primary insurance coverage. Say
Sales Manager’s Handbook Page 32 Chapter 6 Rev. 6/2016
"no" to both Personal Accident Insurance and Personal Effects Protection. American Express usually provides this primary coverage, so decline the Collision Damage Waiver (or similar option) offered by the rental agency when charging to American Express.
American Express and Diners Club credit cards offer primary coverage for collision or loss damage. If your credit card coverage is not primary, you should say "yes" to the collision or loss damage insurance. Secondary coverage requires that you put claims through your personal insurance first.
5. Credit Card Insurance Coverage. American Express and Diners Club credit cards
offer primary coverage of collision or loss damage. If coverage is not primary, you should still say yes to the collision or loss damage insurance. Secondary coverage requires that you put claims through your personal insurance first.
6. Return all rental cars with a full gas tank. VIII. TELEPHONE CALLS For non-sales employees who may be required to travel for business, business toll
charges are reimbursable. When travel takes you away from home, short phone calls to the employee's home are reimbursable, as approved by your supervisor.
For sales employees, see the Expense Guidelines. IX. DISCOUNT CARDS If you belong to AARP or Triple A, discounted hotel accommodations and car rental
rates are often made available to you. If you are 55 or older, you should get an AARP Card. Please be sure to include these membership numbers on the Traveler Profile you submit on Concur.
Sales Manager’s Handbook Page 33 Chapter 6 Rev. 6/2016
VAN ZILE TRAVEL
Office Hours: Monday – Friday 7:30 a.m. – 7:00 p.m. EST
Phone Numbers: Local Rochester 585-244-1100 Field (toll free) 800-836-8110 Fax 585-244-3410 Concur Help Desk 877-443-5515 Email vanzile@vanzile.com Website www.vanzile.com After hours emergency 877-443-5766 (Use only for after hours EMERGENCY)
Rochester Midland Team at Van Zile: Peggy x2790 peggy@vanzile.com Erin x2770 erin@vanzile.com Meghan x2774 meghan@vanzile.com Diane x2792 diane@vanzile.com
When calling Van Zile, ask for someone on the Rochester Midland Team.
Hotel Reservations: When booking hotel reservation ALONE, with no airfare, call an agent directly at Van Zile
Travel.
When booking a hotel in conjunction with airfare, reservation should be made online via
Concur.
Car Rentals: -Use Concur online when reserving rental cars WITH airfare -Call a Van Zile Travel agent directly to reserve rental car WITHOUT air reservations. -PREFERRED: Enterprise Account # XZ29232 -PREFERRED: National Car Rental – RMC Contract # XZ29232 -Hertz Account # 398849 -Budget CorpRate Account # T319100 Reminders:
1. Collision Damage Coverage (also referred to as Loss Damage Waiver). a. Say “yes” unless charging to a credit card that provides primary insurance
coverage. b. Say “no” if using your Corporate American Express card.
2. Personal Accident Insurance (PAI) – say “no”. 3. Personal Effects Protection (PEP) – say “no”
Attention AARP and AAA Members: discounts are often available through membership. Always ask.
Sales Manager’s Handbook Page 34 Chapter 6 Rev. 6/2016
Rochester Midland Corp. Expense Report Manager:
Employee name Employee number Department Date
Sample Form One RMC 12/1/2009
Project Bill to
Field Sales Calls
NOTE: Items in BOLD/ITALICS require explanation on page 2
Date: 12/1/2009 12/2/2009 12/3/2009 12/4/2009 12/5/2009 TOTAL
Bill to: TOTAL
LODGING
Lodging & Hotel 83.50 83.50 $167.00
Laundry
Tips
Lodging total 83.50 83.50 $167.00
MEALS
Breakfast 7.50 8.45 $15.95
Lunch & Snacks
Dinner
Meals total 7.50 8.45 $15.95
BUSINESS NOTE: All items in this category require explanation on page 2
Business meals 34.30 24.28 $58.58
Conference 250.00 $250.00
Entertainment 85.00 $85.00
Business total 34.30 24.28 335.00 $393.58
TRANSPORTATION NOTE: Mileage per day requires detailed documentation on page 2
Airfare
Auto Rental
Auto Maint./Gas
Local Transportation
Tolls/Parking
Number of Miles 288 288
Miles @ $0.210 / mile 60.48 60.48 $120.96
Trans. total 60.48 60.48 $120.96
MISCELLANEOUS NOTE: All entries require a receipt and a detailed explanation on page 2
Telephone & Fax 62.00 $62.00
Supplies non-customer 20.00 $20.00
Postage 15.00 $15.00
Cellular 75.00 $75.00
Small Equip -customer
Testing Supplies-customer
Repairs -customer
Misc. total 172.00 $172.00
TOTAL 60.48 125.30 116.23 335.00 232.48 $869.49
Due employee $869.49
Account Charge Codes - For Administrative Use Only
Co Br/CC Div Account AmtTravel & Hotel
01 54400 537.96 NOTE: This section replaces the yellow Corporate Check Meals & Entertain
01 54420 159.53 Form and will be completed by the department Airfare
01 54430 Administrative Assistant.Tele & Fax
01 55600 62.00Cellular
01 55640 75.00Employee signature Date
Stat & Supply non-customer01 57500 20.00
Postage01 56000 15.00
Small Equip -customer 01 53350
Testing Supp.-customer 01 56250Approval signature Date
Repairs -customer 01 53510
Form #0380 Total 869.49
Sales Manager’s Handbook Page 35 Chapter 6 Rev. 6/2016
BUSINESS MEALS & ENTERTAINMENT DETAIL
Date Establishment Note Amount
12/1/2009 $60.48
12/2/2009 $34.30
12/3/2009 $24.28
12/4/2009 $250.00
12/4/2009 $85.00
12/5/2009 $60.48
Date Customer Name Address Amount
Form #0380
Guest & Company Affiliation
Mileage to Erie, PA and Cleveland, OH 288 miles
Herb Fishburn U.S. Cold Storage, Eric PA
Northeast Region Team Meeting
Applebee's, Eric PA
Review corporate accounts program & complete system
survey
Holiday Inn, Wickliffe, OH Review hospital marketing plan
Gail Kovacs VP Facilities University Hospital, Cleveland, OH
Holiday Inn, Wickliffe, OH
Metro Cleveland Hospital Engineers association seminar &
trade show
Attend Cleveland Cavaliers game w/me. Covered terms of
new account contract
Mileage from Cleveland to Rochester
Cust # Description
top related