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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 Diversity of company goals Changes in market conditions 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 CAREER STAGES • • • • Exploration Establishment Maintenance Disengagement THEORIES OF MOTIVATION • • • • • Maslow’s Hierarchy of Needs Herzberg’s Motivator/Hygene Theory McClelland’s Three Needs Theory Equity Theory Expectancy Theory MASLOW’S HIERARCHY OF NEEDS • • • • • Physiological Safety Social Esteem Self Actualization 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 MOTIVATOR/HYGENE THEORY • Hygene factors (sources of dissatisfaction) • Motivators (sources of satisfaction) • Is “pay” a motivator or a hygene factor? THREE NEEDS THEORY • Achievement (nAch) • Power (nPow) • Affiliation (nAff) EQUITY THEORY • Compare my efforts and rewards to another’s efforts and rewards 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” EXPECTANCY THEORY Attractiveness EFFORT PERFORMANCE Expectancy REWARDS Instrumentality 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 EXPECTANCY THEORY IMPLICATIONS • 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 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 SPECIFIC MOTIVATORS • • • • • • • Compensation plan Job enrichment Recognition Encouragement and praise Sales meetings Sales contests Quotas COMPENSATION PLAN • Financial rewards (salary, commission, bonus, etc.) • Non-financial rewards JOB ENRICHMENT • Provide responsibility and authority to make decisions RECOGNITION • Plaques, pins, certificates • Honor clubs ENCOURAGEMENT AND PRAISE • Inexpensive yet effective! MEETINGS • A communication tool • Planning is important 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 QUOTAS • Help motivate salespeople • Direct where to put effort • Provide standards for evaluation QUOTA TYPES • • • • Sales volume Profit based Activity Expense FROM YOUR TEXT... • Read everything in this chapter!
