chapter eight mcgraw-hill/irwin copyright © 2003 by the mcgraw-hill companies, inc. all rights...
TRANSCRIPT
8.1
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
•Understand the answer to the question, "Are good salespeople born or made?"
• Define the characteristics of successful salespeople
• Explain the role of sales aptitude in sales performance
• Understand the different success characteristics for different sales positions
Learning Objectives
8.2
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Most managers believe that the things a firm does to train and develop it salespeople represent the most critical determinants of their future success.
They also believe that a strong ego, self-confidence, decisiveness, and a need for achievement must be extant in sales force candidates.
Born or Made?
8.3
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Variable affecting performance Management actions
Aptitude
Personal characteristics
Skill levels
Role perceptions
Motivation
Organizational and environmental factors
Recruitment/selection policies
Recruitment/selection policies
Training and supervision
Training and supervision
Compensation/ reward systems
Sales force organization
Variables That Cause Differences in Performance
8.4
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Past research indicates that factors controlled or influenced by sales mangers -- such as role perception, skills, and motivation -- account for the largest proportion of the variance in sales performance.
These research conclusions suggest that successful salespeople are both born and made.
Variables That Cause Differences in Performance
8.5
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The odds a given salesperson will quit or be terminated in his/her first five years of employment are 50/50.
People lacking the personal traits and abilities to succeed in a sales job tend to become frustrated, to quit . . . or be fired, before training and experience can turn them into productive sales performers.
Costs of Inappropriate Selection
8.6
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Aptitude and personal characteristics may place an upper limit on an individual's ability to perform in a sales job.
Enthusiasm consistently ranks among the most important personal attributes in selling.
General sales experience typically means more than specific product or industry experience.
Characteristics of Successful Salespeople
8.7
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Personal factors influencing variance in sales performance fall more precisely into these defined groupings:
(a) physical and behavioral characteristics
(b) psychological traits and abilities
Research into Personal Characteristics
8.8
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Demographic and Physical Characteristics
•Age, sex, physical appearance
Background and experience
•Personal history and family background, level of education, educational content, sales experience, nonsales work experience
Current status and lifestyle
•Marital/family status, financial status, activities/lifestyle
Categories of Physical and Behavioral Variables
8.9
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Aptitude
• Intelligence
• Cognitive Abilities
• Verbal Intelligence
• Math Ability
• Sales Aptitude
Personality
• Responsibility
• Dominance
• Sociability
• Self-esteem
• Creativity/flexibility
• Need for achievement/intrinsic rewards
• Need for power/extrinsic rewards
Skills
• Vocational skills
• Sales presentation
• Interpersonal
• General management
• Vocational esteem
Psychological Traits and Abilities
8.10
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
What type of sales representative has a tougher time making sales?
(Percent of respondents indicating it was an issue)
A sloppily dressed sales rep 94%
An unstylish sales rep (haircut, out of style outfit) 75%
A physically unattractive sales rep 59%
An overweight sales rep 54%
A sales rep with a heavy accent 54%
A very young looking sales rep 32%
An older looking sales rep 8%
The Importance of Image
8.11
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
What type of sales representative would you avoid hiring?
(Percent of respondents indicating it was an issue)
A sloppy dresser 80%
A rep who used salty language 78%
A rep with visible body piercing or tattoos77%
An unstylish look 51%
Male overweight 37%
Female overweight 23%
A heavy regional foreign accent 20%
An unattractive female 20%
An unattractive male 13%
A very youthful appearance 12%
Any older look 2%
The Importance of Image
8.12
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Percent with College Degree
Industry
Health service 100%
Pharmaceuticals 100
Air transportation 100
Printing/Publishing 84
Rubber/Plastics 83
Manufacturing 78
Electronics 77
Chemicals 73
Business services 72%
Electronic components 67
Communications 56
Banking 46
Construction 40
Trucking/Warehousing 33
Real estate 33
Retail 29
Transportation equipment 28
The Educated Sales Force
8.13
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Customers and salespeople were asked, "What kind of rep is most trustworthy?" Salespeople indicated listening skills were most important in building trust with the customer while customers believe product knowledge was the key in winning trust.
Let’s look at the results…
Most Trustworthy
8.14
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Characteristic % of Customers % of Salespeople
Product knowledge 79.5% 79.6%
Understands business 63.9 73.1
Reliable 63.1 75.1
Understands customer needs 63.1 85.3
Confidence in product 54.1 63.8
Likable 53.3 55.6
Positive attitude 50.8 71.2
Good listening skills 44.3 87.2
Intelligent 41.8 40.3
Asks good questions 39.3 65.9
Self-confident 22.1 45.6
Well-dressed 14.8 29.1
Most Trustworthy (continued)
8.15
Chapter Eight
McGraw-Hill/Irwin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Variables Affecting Performance
Personal history/family background
Marital/family status
Sales aptitude
Dominance
Self-esteem
Sales presentation skills
Interpersonal skills
Type of Product Being Sold
IndustrialGoods
Consumer Goods
Services
Weak
Weak
Strong
Weak
Strong
Strong
Moderate
Weak
Moderate
Moderate
Weak
Moderate
Moderate
Moderate
Strong
Strong
Weak
Moderate
Moderate
Weak
Weak
Characteristics Related to Sales Performance