2. PART V
DIRECTING THE
SALES TEAM

3. MOTIVATING SALESPEOPLE TOWARD HIGH PERFORMANCE
CHAPTER 12
MOTIVATING SALESPEOPLE TOWARD HIGH PERFORMANCE

4. LEARNING OBJECTIVES
An enthusiastic and motivated sales force is the best possible foundation for successful achievement of sales objectives. This chapter should help you understand:
That the definition of motivation includes the motivational mix and all of its various elements.
The powerful motivating influence of a high-performance sales culture.
The importance of realizing that salespeople have basic needs that, when met are strongly motivating.
The model for a salesperson’s behavior.
The benefit of knowing salespeople personally.
That not every member of a sales force can be motivated.

5. MOTIVATION The components of a motivational system:
Understand what motivation is all about.
Develop a high-performance sales culture.
Know salespeople’s basic needs.
Realize that salespeople want to know what is in it for them.

6. The components of a motivational system: continued
Get to know the personal side of salespersons.
Always remember that motivational coaching is needed for high performance.
Be realistic about motivating salespeople.

7. UNDERSTAND WHAT MOTIVATION IS ALL ABOUT
In any discussion about the motivation of salespeople, the following four questions need to be considered:
What arouses salespeople’s behavior?
What influences the intensity of the behavioral arousal?
What directs the person’s behavior?
How is this behavior maintained over time?

8. Motivation refers to the arousal, intensity, direction, and persistence of effort directed toward job tasks over a period of time.

9. THE SALES MOTIVATIONAL MIX
Motivational Mix – The arousal, intensity, direction, and persistence of people’s behavior.
Extrinsic Outcomes – Rewards obtained from individuals’ environment.
Intrinsic Outcomes – Occur purely from the performance of the task itself.

10. TABLE THE SEVEN COMPONENTS OF THE SALES MOTIVATIONAL MIX AND EXAMPLES OF EACH MOTIVATIONAL METHOD

11. DEVELOP A SALES CULTURE
Sales culture refers to a set of key values, ideas, beliefs, attitudes, customs, and other capabilities and habits shared or acquired as a member of the sales group.

12. IMPLEMENTATION OF A SALES CULTURE
Ceremonies and Rites

13. Ceremonies and rites are the elaborate, planned activities that make up a special event and often are conducted for the benefit of an audience.

14. IMPLEMENTATION OF A SALES CULTURE
Ceremonies and Rites
Stories

15. Stories are narratives based on true events that are frequently shared among salespeople and told to new sales reps to inform them about the organization.

16. IMPLEMENTATION OF A SALES CULTURE
Ceremonies and Rites
Stories
Symbols

17. A symbol is one thing that represents another thing.

18. IMPLEMENTATION OF A SALES CULTURE
Ceremonies and Rites
Stories
Symbols
Language

19. Many companies use a specific saying, slogan, metaphor, or other language form to convey special meaning to employees.

20. TABLE 12.2 EXAMPLES OF CULTURAL VALUES AND BELIEFS AND THEIR IMPLEMENTATION WITHIN THE SALES FORCE

21. WHAT’S IN IT FOR ME?
Expectancy theory is based on the assumption that salespeople have expectancies about what they should receive from their employer as a result of their work efforts.

22. WHAT IS THE PROBABILITY OF SUCCESS?
Expectancy is the salesperson’s estimate of the probability that expending a given amount of effort on a task will lead to an improved level of performance on some dimension.

23. FIGURE FOUR QUESTIONS SALESPEOPLE ASK TO DETERMINE HOW MUCH EFFORT THEY WILL DEVOTE TO THEIR JOBS.
“What Is
the Probability
of Success?”
“Will I Be
Rewarded
for Success?”
“Are the
Rewards
Worth It?”
“Are the
Rewards
Fair?”
Rewards
Intrinsic
Extrinsic
Equity
Determination
Inputs vs. Outputs
Satisfaction
Intrinsic
Extrinsic
Motivation
to Work
Performance
Level
Feedback

24. WILL I BE REWARDED FOR SUCCESS?
The salesperson’s estimate of the probability that achieving an improved level of performance dimension will lead to increased attainment of a particular reward or outcome may be defined as instrumentality.

25. ARE THE REWARDS WORTH IT?
Valence for rewards refers to the value the salesperson places on the reward.

26. Managerial Implications of Expectancy Theory
1. Increase expectancies.
2. Make performance instrumental toward positive outcomes.
3. Identify positively valent outcomes.

27. ARE THE REWARDS FAIR?
If inequity is perceived, the salesperson may be motivated to restore equity using one of four methods.
First, the salesperson may increase or decrease the level of input that may, in turn, influence outcomes.
Second, the salesperson could distort the facts by convincing himself or herself that equity really does exist even though it may not.

28. If inequity is perceived, the salesperson may be motivated to restore equity using one of four methods continued
Third, the salesperson could choose another salesperson with whom to compare the ratio of outcomes to inputs.
Fourth, the salesperson could influence other salespeople to decrease the amount of effort they are putting into their job.

29. HOW TO FACILITATE EQUITY
An individual will tend to reduce the level of effort if one of these situations is encountered.
1. Sales performance did not increase.
2. No important rewards were given for meeting quota.
3. The rewards given for meeting quota were not worth the extra work.
4. Treatment was not fair because one person’s rewards were the same as another’s who worked harder.

30. Job Satisfaction and Work Attitudes
Job satisfaction refers to feelings toward the job.
Job dissatisfaction, aggregated across many individuals, creates a sales force that is more likely to exhibit:
1. Higher turnover.
2. Higher absenteeism.
3. Lower corporate citizenship.
4. More grievances and lawsuits.
5. Stealing, sabotage, and vandalism.
6. Poorer mental and physical health.

31. Quality of Work Life Categories: 1. Adequate and fair compensation.
2. A safe and healthy environment.
3. Jobs that develop human capacities.
4. A chance for personal growth and security.
5. A social environment that fosters personal identity, freedom from prejudice, a sense of community, and upward mobility.

32. Quality of Work Life continued
6. Constitutionalism, or the rights of personal privacy, dissent, and due process.
7. A work role that minimizes infringement on personal leisure and family needs.
8. Socially responsible organizational actions.

33. The term productivity as applied by QWL advocates means much more than each person’s quantity of work output.
It also includes:
Levels of turnover
Absenteeism
Accidents
Thefts
Sabotage
Creativity
Innovation
Quality of work

34. Voluntary Turnover
Turnover refers to someone leaving their present job.

35. FIGURE 12.2 CLASSIFICATION OF TURNOVER

36. FIGURE 12.3 A SALESPERSON’S BEHAVIORAL MODEL HELPS ILLUSTRATE MOTIVATIONAL PROCESS

37. GET TO KNOW THE PERSONAL SIDE OF SALESPERSONS!
UNDERSTAND THE SALESPERSON’S MOTIVATIONAL BEHAVIOR

38. MATCH PEOPLE’S MOTIVES WITH INCENTIVES THEY VALUE
Incentives are aspects of the environment that appeal to the salesperson’s motives and have enough worth to motivate purposeful behavior to obtain them.

39. Incentives that motivate people to do their best are high motivators.
Examples of high motivators:
Rewards for successes
Recognition for achievement
Job advancement
Freedom to manage oneself
Training and sales meetings
Leadership
Performance evaluation
Incentive compensation plans

40. Incentives that motivate little or not at all or, if incentives are absent, that demotivate are low motivators.
Examples of low motivators:
Company policy and procedures
Fringe benefits
Retirement programs
More supervision

41. Sales managers would do well to explore different aspects of incentives. Several things to consider are:
Some salespeople like material incentives versus nonmaterial incentives.
The attraction to short-range incentives versus long-range incentives.
Positive incentives in most instances motivate more successfully than negative incentives.

42. Motivate the Team Six keys to managing a successful incentive program:
Identify the business goal you hope to target.
Communicate the business needs to your salespeople.
Listen to your salespeople.
Make sure the goals are reachable.
Don’t repeat the same programs over and over.
Don’t try to do everything at once.

43. MOTIVATIONAL COACHING IS NEEDED FOR HIGH-PERFORMANCE RESULTS
SALESPEOPLE HAVE BOUNDARY POSITIONS
Salespeople are involved in meeting both the needs of their customers and the needs of their company.

44. Salespeople experience role ambiguity when they do not possess the information necessary to adequately perform their jobs.
Salespeople experience role conflict when conflicting, inconsistent, or incompatible job demands occur from two or more people.

45. FIGURE 12.4 ROLE PERCEPTIONS INFLUENCE PERFORMANCE

46. Motivational TECHNIQUES
Teach teamwork
Empower
Communicate
Hear
Notice
Initiate integrity
Query
Unify
Exalt
Set standards

47. THE BOTTOM LINE
To achieve company and individual objectives, salespeople need to be motivated.
The first component involves an understanding of the motivational concept.
The second component in a motivational program is a high-performance sales culture.
Salespeople have basic needs that influence behavior and lead to goal attainment.

48. THE BOTTOM LINE
A realization that salespeople want to know “what’s in it for them” is the fourth component.
Knowing the theory of motivation is not enough.
Proper motivational coaching is the sixth component of the motivational program.
Being realistic about motivating salespeople is the final part of the program.