FUELSTREAM Newsletter, Edition 31 July 2015, with best practices for Fuel Retailers

Edition nr 31 – JULY 2015

7 Steps to more sales

Making progress is one of the key elements in motivating employees. We get a lot of questions and emails from fuel retailers who want to know what the best way is to motivate their employees.

We believe that financial rewards are not the ideal way. Of course people can be motivated by money. But it often requires much more money than what is really feasible to motivate someone enough. So what other motivators are there?

One way is to set achievable goals that are part of the “normal job”. Let me explain.

It is part of every service stations job to sell to customers. Sales is part of every job description, but many employees see it as an “extra”. Primarily because management does not properly track sales of each employee and don’t react correctly when an employee has not sold something.

Therefore, it should be part of every single employees “normal” job/tasks to sell every day. If this is not the case at your site then here is a simple method for fixing it.

Step One: decide on a daily, achievable sales goal for each employee in your main sections, namely forecourt and shop. For example:

  • Forecourt: 4 oils per shift
  • Cashier: 8 promotions per day

Step Two: Make sure you have an easy way to track each employees progress. For example, each forecourt attendant and cashier can keep a duplicate slip of the oil or promotion transaction as proof.

Step Three: Brief your Site Supervisor on the requirements for each employee and how the process will work. It should be the responsibility of the Site Supervisor to get the slips back from each employee at the end of each shift. Provide a clipboard and a daily checklist with the names of all employees so the Site Supervisor can record the number of slips received and sign for them. Make sure all slips are handed in so employees cannot use them the next day.

Step Four: Notify everyone that these goals will be applicable from the next Monday and applies to every shift. Make sure they understand that this is now part of their normal job requirements. Make it clear that “selling” is a daily task and is critical to the success of the business. Each employee will be required to hand in their duplicate slips at the end of their shift.

Step Five: Provide training to each employee on product knowledge. If they have to sell oils they need to know the different oils, when to suggest them and how to sell them. If they need to sell promotions they need to understand the mechanics of the promotion and how to sell it.

Step Six: Implement the program on the next Monday and make sure it is in place every day for every shift. Continue to monitor progress by reviewing the list of names and slips received with the Site Supervisor. Track your overall sales of oils and promotions.

Step Seven: Keep in mind that this process is not a once off bonus or incentive program, but rather a confirmation of each employees basic job every day. This should be part of every day, month and year for as long as the site is open. Praise the employees who do well and give the employees who struggle extra training and encouragement.

Over time you might consider increasing the nr of oils/promotion for employees who work at the site for longer. For example, if you have been working on the forecourt for 6 years you need to sell 6 oils per shift. If you’ve been there only 1 year you need to sell the minimum, which may be 3 oils per shift.

BEST PRACTICE DO’S

DO keep in mind that this is a long term project. So take the time to make sure everyone understands it clearly.

DO explain that this is part of the basic job.

BEST PRACTICE DON’TS

DON’T issue warnings during the first three months, but build it into your code of conduct and company rules from the beginning.

DON’T just issue a notice and get everyone to sign it. Talk to each employee and listen to their questions.

QUICK WINS

Set achievable goals. The idea is not to overwhelm employees, but to get them into the habit of selling every day and every shift. If you set the goals too high, employees will become despondent and negative.

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