PART I: BIG PICTURE

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PART I BIG PICTURE CHAP1 Intro to Selling
Sales Mgt CHAP2 Strategy Sales Program
Planning
PART II ROLE OF SALES FORCE CHAP3 Sales
Opportunity Mgt CHAP4 Account Relationship
Mgt CHAP5 Customer Interaction Mgt
PART V SALES FORCE LEADERSHIP CHAP9
Leadership CHAP10 Ethical Leadership CHAP11
Motivating Salespeople CHAP12 Compensating
Salespeople CHAP13 Evaluating Performance
PART IV SALES FORCE COMPETENCIES CHAP7
Recruiting Selecting Personnel CHAP8 Sales
Training
PART III SALES FORCE STRUCTURE CHAP6
Sales Force Org
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CHAPTER 11 MOTIVATING SALESPEOPLE
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PERFORMANCE (opportunity x ability x motivation)
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What is motivation?

• Drive to initiate an action.
• The intensity of effort in an action
• The persistence of effort over time.

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Reasons for motivating salespeople

• Frequent rejection
• Physical separation from company support
• Direct influence on quality of sales presentation
• Indirect influence on performance

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What goals are most important?
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How Successful Were U at Reaching Your Goals?
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Maslows Hierarchy of Needs

• Intense job challenge, full potential, full
  expression, creative expansion.
• Achievement, respect, recognition,
  responsibility, prestige, independence,
  attention, importance, appreciation.
• Belonging, acceptance, love, affection, family
  and group acceptance, friendships.
• Security, stability, dependency, protection, need
  for structure, order, law, tenure, pension,
  insurance.
• Hunger, thirst, reproduction, shelter, clothing,
  air, rest.

Self-Actualization
Self-Esteem
Love-Belonging
Safety-Security
Physiological
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An Exercise to Determine Your Motivational Needs

• To perform the exercise, read through the
  following statementscheck those which are most
  important in motivating you to do your best work.
  Select the ten most important statements.
• 629 Job security
• 847 Being trusted to do my job the way I think it
  should be done.
• 333 Participating in work group conversations.
• 311 Having adequate shelter to protect from the
  elements.
• 836 Having a job which allows me time with my
  family.
• 151 Having an opportunity for personal growth.
• 937 Socializing with my friends.
• 743 Being considered for an advancement
  opportunity.
• 431 Working with other people.
• 819 Having children.
• 458 Doing something meaningful with my life.
• 757 Being in a position to contribute new ideas.
• 828 Having an associate that looks out for my
  interests.
• 735 Including other people in what I do.
• 949 Being selected for an exclusive award.
• 234 Being involved with work associates in social
  and recreational activities.
• 616 Being sexually satisfied.

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Your score

• To Determine Results
• The statements are divided into five categories
  intended to represent the five levels in Maslows
  Hierarchy of Needs. The second digit in each
  statement number indicates the category. These
  categories are
• Physiological,
• Safety-Security,
• Love-Belonging,
• Self-Esteem,
• Self-Actualization.
• Count up the number you have in each category
  then calculate the percentages for each category.
  The categories with the highest percentages would
  be your personal motivational drivers.

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Maslows Needs Related Sales Force Motivators
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Motivation tools
Self- Management
Quatas
Incentive programs
Recognition programs
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Career stages
. Varies to age and experience of the salesperson
1. EXPLORATION
2. ESTABLISHMENT
3. MAINTENANCE
4. DISENGAGEMENT
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1. EXPLORATION stage

• Motivational Needs
• Learning the skills required to do the job well.
• Manager Role?

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1. EXPLORATION stage

• Motivational Needs
• Learning the skills required to do the job well.
• Manager Role?
• Reinforce accomplishments
• Spend time with salesperson
• Discuss long-term benefits of working for the
  organization

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2. ESTABLISHMENT stage

• Motivational Needs
• Use skills to produce results
• Increase job autonomy
• Manager Role?

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2. ESTABLISHMENT stage

• Motivational Needs
• Use skills to produce results, increase job
  autonomy
• Manager Role?
• Provide high rewards for high achievers
• Have salespeople recognize success has
  somethingother than promotion

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3. MAINTENANCE stage

• Motivational Needs
• Develop a broader view of work and organization,
  maintain a high level of performance
• Manager Role?

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3. MAINTENANCE stage

• Motivational Needs
• Develop a broader view of work and organization,
  maintain a high level of performance
• Manager Role?
• Challenge salespeople to use their knowledge in
  new ways
• Introduce significant rewards for mastering new
  challenges

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4. DISENGAGEMENT stage

• Motivational Needs
• Establish a stronger self-identity outside of
  work,maintain performance level
• Manager Role?

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4. DISENGAGEMENT stage

• Motivational Needs
• Establish a stronger self-identity outside of
  work,maintain performance level
• Manager Role?
• Maintain focus on personal goals and importance
  of organizational citizenship behaviors (e.g.,
  being a role model, assist in other aspects of
  the organization)

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Career Stage Effects on Satisfaction

• Select Research Findings
• All stages are least satisfied with promotion and
  pay
• However, pay satisfaction is only dimension on
  which disengagement salespeople are more
  satisfied than establishment or maintenance
  salespeople
• Maintenance salespeople are less satisfied with
  supervision than are establishment salespeople
• Disengagement as well as maintenance occurs quite
  early for some people -- Is this a management
  concern?

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EXPECTANCY THEORY SYSTEM- Model of Motivation
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EXPECTANCY THEORY SYSTEM
A more complete theory Focuses on process of
motivation Maslow Herzberg focus on only one
aspect of the process reward importance Systemati
c approach with multiple reasons for a lack of
greater effort Indicates where management should
direct its attention to sales force as a whole or
to an individual What may account for a lack of
greater effort in an individual salesperson?
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1. Effort-Performance Relationship
Expectancy the salespersons belief that
. Greater effort will lead to Greater
performance
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2. Performance-Reward Relationship
High level of performance Greater personal
rewards
Instrumentality
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3. Importance of Rewards
Reward Valence how much salespeople desire a
particular reward will also influence their
motivation to perform
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Motivation tools
Self- Management
Quatas
Incentive programs
Recognition programs
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SELF-MANAGEMENT
A series of steps involving monitoring, goal
settings, rehearsal, rewards, and self-contracting
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Motivation tools
Self- Management
Quatas
Incentive programs
Recognition programs
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QUATAS
A quantitative goals assigned to individual
salespeople for a specified period of time
1. To help mgt motivate salespeople 2. To direct
salespeople where to put their efforts 3. To
provide standards for performance evaluation
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QUATAS
Types of QUATAS 1. Sales volume
quatas specific vol tgt 2. Profit-based
quatas profit generated 3. Activity
quatas set tgt on specific activities to
meet firms sales and profit
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Motivation tools
Self- Management
Quatas
Incentive programs
Recognition programs
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INCENTIVE PROGRAMS
A short-term promotion events to inspire
salespeople to a greater than usual performance
level and provide them with rewards
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INCENTIVE PROGRAMS
Concerns on 1. Goals and timing 2. Prizes 3.
Administration issues
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Motivation tools
Self- Management
Quatas
Incentive programs
Recognition programs
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RECOGNITION PROGRAMS
Get reward for exceptional performance