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(ˈseɪlzˌpi pəl)
people engaged in selling.
References in periodicals archive ?
When coaching your salespeople through the sales process, there are certain questions that you need to consistently ask them.
Most salespeople tend to move through their day by executing a series of behavioral scripts that create a pattern of action and they follow these scripts even though most of them stopped delivering the expected result long ago.
None of these disciplines involve salespeople. Salespeople don't sell to segments, they sell to individuals.
In a paper presented to the annual conference of the British Psychological Society in Nottingham, social psychologists from Loughborough showed how salespeople seek to persuade their contacts to have a meeting.
Robert JanTausch, Helena Loelius and Giorgio Vasilis were the salespeople in this transaction.
Sales organizations find ways to make their salespeople more successful, but they end up creating sales instruments rather than people who contribute to organizational success.
"In general, salespeople lack full understanding of customers, how the solutions sold would actually be used by customers, and the impact the solution would make on the customer's life," says Lior Arussy, founder, president, and CEO of Strativity Group, a customer research and strategic planning company.
No matter what they may say, no one dislikes disappointment more than salespeople. So, they come up with the clever little trick to avoid it by claiming they can tell if a customer is going to buy or not.
Salespeople, in particular, always have room to grow, and with every step they make to advance their careers, their employers can benefit greatly.
Even so, what causes potentially good salespeople to fail has little or nothing to do with poor sales skills.
And one of those actions is to position salespeople as consultants.