Do some of your own thinking. Notice which people are doing extra and fight for them. Don't use up best talent, do indoctrinate incoming not just with rules, but with mission statement, corporate goals and how individual employees fit in. Communications between site and corporate management have to be good and reliance on electronics and an always be polite habit, is no good when site opens two weeks late, hole in roof, nightly site problems, leaky ceilings which rain inside, and floods. Throw a fit if it's your reputation on the line, at the people who are supposed to take care of it. They get high steady salary and benefits and if they have to roll up pants/sleeves to mop up the damn flood, they should do it. I did it because no one else cared enough to make things work, some of the time, and we had no idea what to tell customers. So we covered and compensated. All of us, initially under Freschette, Miklos, Vergari.
More sales Training and more sales support. More flexibility on packages and payments. This job boils down to people spending their money on a trainer they like. Flexibility in options would go a long way to close a much larger volume of clients
Make sure there is enough work for the trainers to do in order to make a decent salary.