A company's size, growth rate, and industry can affect the migration patterns of its salespeople. So can management's attitude. Companies experiencing high turnover were defeatist: "Competitors targeted our sales force" . . . "slow year" . . . "stagnant sales force." But companies with low turnover were assertive: "Excellent products and after-sales support" . . . "partially employee-owned" . . . "above-average training."
|Annual company revenues||1993 turnover|
|Less than $5 million||21.4%|
|$5 millionÑ$25 million||15.4%|
|$25 millionÑ$100 million||11.2%|
|$100 millionÑ$250 million||19.4%|
|More than $250 million||16.5%|
Note: The causes of turnover, in descending order of frequency, were resignation, retirement, restructuring, and termination.
Source: "Dartnell's Sales Force Compensation Survey," based on more than 550 companies in 38 industries, the Dartnell Corp., Chicago, October 1994.* * *