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CHAPTER 13

CHAPTER 13. MOTIVATING THE SALESFORCE. MOTIVATION. Motivation is the desire to expend effort to fulfill a need. In terms of sales, it is the effort salespeople want to make toward various aspects of their jobs. IMPORTANCE OF MOTIVATION. Unique nature of sales positions Individuality

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CHAPTER 13

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  1. CHAPTER 13 MOTIVATING THE SALESFORCE

  2. MOTIVATION • Motivation is the desire to expend effort to fulfill a need. • In terms of sales, it is the effort salespeople want to make toward various aspects of their jobs.

  3. IMPORTANCE OF MOTIVATION • Unique nature of sales positions • Individuality • Diversity of company goals • Changes in market conditions

  4. BEHAVIORAL CONCEPTS • The process begins with an aroused need • Three conditions must be met • rewards must be desirable • gaining rewards is based on performance (standards have been enunciated) • performance goals are attainable

  5. CAREER STAGES • Exploration • Establishment • Maintenance • Disengagement

  6. THEORIES OF MOTIVATION • Maslow’s Hierarchy of Needs • Herzberg’s Motivator/Hygene Theory • McClelland’s Three Needs Theory • Equity Theory • Expectancy Theory

  7. MASLOW’S HIERARCHY OF NEEDS • Physiological • Safety • Social • Esteem • Self Actualization

  8. MASLOW’S HIERARCHY OF NEEDS • These needs can be satisfied with intrinsic and extrinsic rewards. • Extrinsic rewards are provided by others • Intrinsic rewards are come from the task itself

  9. MOTIVATOR/HYGENE THEORY • Hygene factors (sources of dissatisfaction) • Motivators (sources of satisfaction) • Is “pay” a motivator or a hygene factor?

  10. THREE NEEDS THEORY • Achievement (nAch) • Power (nPow) • Affiliation (nAff)

  11. EQUITY THEORY • Compare my efforts and rewards to another’s efforts and rewards

  12. EXPECTANCY THEORY • “The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual”

  13. EXPECTANCY THEORY Attractiveness EFFORT PERFORMANCE REWARDS Expectancy Instrumentality

  14. EXPECTANCY THEORY • Attractiveness • importance one places on reward • Instrumentality (Performance/Reward Link) • belief that performance will lead to reward • Expectancy (Effort/Performance Link) • perception that exertion of effort will lead to performance

  15. EXPECTANCY THEORYIMPLICATIONS • Do salespeople value the rewards? • Are the rewards equitable? • Greater rewards should be tied to greater performance • Management must provide tools for salespeople to perform

  16. MOTIVATING SALESPEOPLE • Recruit “matches” • Incorporate individual needs • Provide job information and training • Build self-esteem • Be proactive in dealing with problems • Build strong communication lines • Understand the job

  17. SPECIFIC MOTIVATORS • Compensation plan • Job enrichment • Recognition • Encouragement and praise • Sales meetings • Sales contests • Quotas

  18. COMPENSATION PLAN • Financial rewards (salary, commission, bonus, etc.) • Non-financial rewards

  19. JOB ENRICHMENT • Provide responsibility and authority to make decisions

  20. RECOGNITION • Plaques, pins, certificates • Honor clubs

  21. ENCOURAGEMENT AND PRAISE • Inexpensive yet effective!

  22. MEETINGS • A communication tool • Planning is important

  23. SUCCESSFUL SALES CONTESTS • Reward more than one person • Set realistic goals • Vary the goals from one contest to the next • Vary the prizes from one contest to the next • Publicize rules

  24. QUOTAS • Help motivate salespeople • Direct where to put effort • Provide standards for evaluation

  25. QUOTA TYPES • Sales volume • Profit based • Activity • Expense

  26. FROM YOUR TEXT... • Read everything in this chapter!

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