sf motivation

8/13/2019 SF Motivation

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Motivating the sales force


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Introduction

Importance of personal selling as a tool

in promotional mix

Need of self-motivation for a sales

person

When sales manager come in to thepicture?

How to motivate? (Carrot-stick-Donkey)


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Concept of motivation Motivation Movere to move

Process that instigates goal-directed

behavior

Need Drive Goal Achievement

In sales force management, motivationrefers to the amount of effort a sales

person is willing to expend to accomplish

the tasks associated with his job.


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Motivational theories

1. Maslows Hierarchy of needs theory

2. Herzbergs two-factor theory

3. Goal setting theory

4. Expectancy theory

5. Job design theories


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Comparison of Maslows andHerzbergs Theories of motivation

Maslows Hierarchy of needs Herzbergs Two-Factor theory

Self actualization needs Motivators:

Responsibilities

Challenging work

Recognition

achievement

Esteem needs

Social needs Maintenance factors:

Job security

Good pay

Working conditions

Type of supervision

Interpersonal relations

Safety & security needs

Physiological needs


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(MBO)

- Edwin Locke


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How it is useful in motivating

sales persons? Generally helps at the time of territory

realignments

Due to gain or loss of territory

How to deal with the gain of territory?

How to deal with the loss of territory?


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Assumptions of the theory

It assumes that all individuals have the

same needs and can be satisfied by

ensuring certain job characteristics.

Whats the reality?

Along with job characteristics, individual's

age, physical and mental capabilities also

influences job satisfaction.


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Motivation and the productivity

of the sales force Two prime determinants of sales force

performance

Ability to perform

Willingness to perform

Productivity = Output/Input

Sales productivity = Sales revenues /

Sales expenses


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Influencing factors of sales force

productivity Differences between manufacturing

productivity and sales force productivity

Influencing factors of sales force productivity

Customer reaction and volatility of market

Time taken to convert prospect in to customer

Work environment Work methods

Selling skills

Sales person motivation


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Motivation and theproductivity of the salesforce

Need of self-motivation for a sales person

Influence of motivation of productivity

How to motivate sales force and boost

productivity:
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How to motivate sales force and

boost productivity Sales quotas

Sales contests

Compensation plans and reward systems Innovative ideas

Fun work places

Improving communication

Participation in decisions pertaining toimprovements in selling techniques

Job enrichment helps in self actualization

Share in profits


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Effect of personalcharacteristics on sales force

motivation

Can the manager influence all the sales

personnel with same technique? Whether cash incentives suffices all the

motivational needs?

Differences between cultures ( American Vs.Japanese)

What s the alternative?


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Study the personality type

Competitor

Achiever

Ego driven

Service oriented


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Competitor

Thrive on beating the competition, believes

only win-lose philosophy

Sales contests, plaques and perks are themotivators

Examples:

IBMs Golden circle program for top 10%

MetLife Insurances Holiday trip

Sales managers usually takes this as advantage

to make sales persons excel in their efforts.


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Achiever

Self motivators, sets their own goals, good

team players

Its difficult for sales managers to motivatethem as they are self-motivated. Ways are

Continuous challenges

Plan for their professional development

Strengths & weaknesses analysis

Can be groomed to take on leadership and

managerial roles.


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Ego driven

Plaques and perks do not motivate

them and are super performers

Likes to be given importance,

participate in decision-making

Can become good coaches/mentors Can be made a part of advisory

committee


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Service oriented

Have empathy and the ability to build relationships.

Helps in maintain territories even in stiff

competition

Mostly neglected by the organization as the

performance is measured based on sales quotas.

But in todays customer oriented world neglecting

these people is suicidal. Can be motivated by publicizing their customer

service efforts, giving perks and larger sales

expenses etc.


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Sales motivational mix

Views of managers on motivating sales

people

Good sales people are born

Money is the prime motivator

Differences in sales peoples and sales

managers opinions on motivators and

de motivators


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What constitutes motivators?

Rewards and recognition programs Sales culture

Ceremonies

Stories of successful sales persons Symbols such as gifts & plaques (E.g. Mary Kay

cosmetics Cinderella gift)

Sales training which well-equips

Leadership style

Compensation of the sales personnel

A Fair & just performance evaluation system


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Motivating the sales personnel at

different stages of their career Passage of time brings various changes in ones

attitudes & perceptions towards life and

career.

Need of studying career stages

Stages as per career stage model

Exploration stage

Establishment stage

Maintenance stage

Disengagement stage


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Gro

wthincaree

rofthesale

sperson

Age of sales person (in years)

Exploration

stage

Establishment

stage

Maintenance

stage

Disengageme

nt stage

20 30 40 50


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Motivating the sales personnel at

different stages of their career Each stage will have specific career

concerns, depending on how he

perceives, interprets and reacts to theenvironment at each stage

What is the need of motivating sales

people?

For greater selling efforts

Enhanced sales performance

Career stage characteristics


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Exploration Establishment Maintenance Disengagement

Career

concerns

Finding an

appropriate

occupational field

Successfully

establishing a career

in a certain

occupation

Holding on to what has been

achieved. Reassessing career,

with possible redirection

Completing ones

career

Develop

mental

tasks

Learning the skills

required to do the

job well. Becoming

a contributing

member of an

organization

using skills to

produce results.

Adjusting to working

with greater

autonomy. Developing

creativity &

innovativeness

Developing broader view of

work and organization.

Maintaining a high

performance level

Establishing a stronger

self-identity outside of

work. Maintaining an

acceptable

performance level

Personal

challeng

es

Must establish a

good initial

professional self-

concept

Producing superior

results on the job in

order to be promoted.

Balancing the

conflicting demands

of career and family

Maintaining motivation

though possible rewards have

changes. Facing concerns

about aging & disappointment

over what one has

accomplished. Maintaining

motivation & productivity

Acceptance of career

accomplishments.

Adjusting self-image.

Psychoso

cial

needs

Support. Peer

acceptance.

Challengingposition.

Achievement.

Esteem. Autonomy.

Competition.

Reduced competitiveness.

Security. Helping younger

colleagues

Detachment from

organization &

organizational life.

Career stage characteristics


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Exploration stage

20 30 years of age group

Finding right occupation which suits his

abilities is the major concern

Self-image is created by showing

competence Stress arises due to no. of career

options which leads to job hopping


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Exploration stage Contd.

Generally they are dissatisfied with the

job due to lack of experience and are

skeptical regarding incentives

Its a challenge for sales manager to

motivate them


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Establishment stage

Generally lies between 30 40 years of age

Settling down and advancing in it is the major

concern because of social and familypressures

Career advancement is the major pressure,

desirous of promotion Balancing work and personal life is the

challenge


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Establishment stage Contd.

Advancement depends on the fact that whether

the organization is having suitable positions

Sales management is one of the choice. If the product reaches maturity stage sales

person may switch over

Creation of senior sales positions, dual careeroptions (specialized non management positions)

is the option which can avoid turn over


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Maintenance stage

Around 40 50 years age group Psychological stress due to physical aging,

limited growth opportunities, technical

obsolescence etc.

Tries to update him self to remain current

status

Doesnt feel the need of competing with peers

as they are satisfied with the present career

position


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Maintenance stage Contd.

What ever may be the level of performance

he might have achieved, the sales person is

satisfied and will not try to improve theposition

Some may continue & some may choose an

entirely new occupation

Difficult for sales manager to motivate

them


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Disengagement stage

Attempts to withdraw from the career

No longer interested in maintaining the

position, plans for retirement Some may go for early retirements &

involve in activities that give personal

satisfaction

Sales manager can do very little to

motivate them.

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