MOTIVATION

Presented By :
Parul Verma
What is Motivation??

Drive to initiate an action.

The intensity of effort in an action

The persistence of effort over time.

 Why
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Motivation
MotivationTools
Tools

Self-
Self- Quotas
Quotas Incentive
Incentive Recognition
Recognition
management
management programs
programs programs
programs
Reasons for Motivating Salespeople
Frequent rejection
Physical separation from company
support
Direct influence on quality of sales
presentation
Indirect influence on performance
apter 10: Motivating the Sales Force

Understanding motivation

Motivation should be understood at two levels:

What motivates salespeople How salespeople

choose their action
(the reasons behind the intensity (the direction or
decision to engage in
and persistence of mental and specific actions in
specific
physical effort expended) circumstances)
 Sales Force Needs Company Actions to Fill Needs

Status Change title from “salesperson” to

“area manager.”
Buy salespeople more luxurious cars
to drive.

Control Allow salespeople to help plan sales

quotas and sequences of calls.

Respect Invite salespeople to gatherings of

top executives.
Put pictures of top salespeople in
company ads and newsletters.

Assign each salesperson a core of

Routine loyal customers that are called on
regularly.

Sales Force Needs and Ways to Fill Them

 Sales Force Needs Company Actions to Fill Needs

Accomplishment Set reasonable goals for the

number of calls and sales.

Stimulation Run short-term sales contests.

Schedule sales meetings in
exotic locations.

Honesty Deliver promptly all rewards

and benefits promised.

Sales Force Needs and Ways to Fill Them

MASLOW’S HIERARCHY OF NEEDS

Intense job challenge, full potential, full

Self-Actualization expression, creative expansion.

Achievement, respect, recognition, responsi-

Self-Esteem bility, prestige, independence, attention,
importance, appreciation.
Belonging, acceptance, love, affection, family
Love-Belonging
and group acceptance, friendships.

Security, stability, dependency, protection,

Safety-Security
need for structure, order, law, tenure, pension,
insurance.

Physiological Hunger, thirst, reproduction, shelter, clothing,

air, rest.
AN EXERCISE TO DETERMINE YOUR
MOTIVATIONAL NEEDS

To perform the exercise, read through the following statements…check

those which are most important in motivating you to do your best work.
Select the ten most important statements.

629 Job security

847 Being trusted to do my job the way I think it should be done.
333 Participating in work group conversations.
311 Having adequate shelter to protect from the elements.
836 Having a job which allows me time with my family.
151 Having an opportunity for personal growth.
937 Socializing with my friends.
743 Being considered for an advancement opportunity.
431 Working with other people.
AN EXERCISE TO DETERMINE YOUR
MOTIVATIONAL NEEDS

Select the ten most important statements. (Cont’d.)

819 Having children.
458 Doing something meaningful with my life.
757 Being in a position to contribute new ideas.
828 Having an associate that looks out for my interests.
735 Including other people in what I do.
949 Being selected for an exclusive award.
234 Being involved with work associates in social and
recreational activities.
616 Being sexually satisfied.
146 Having a responsible person tell me when I’ve done a
good job.
539 Having an active part in work related social activities.
341 Knowing that other people respect me and my work.
132 Acceptance as a work group member
Determining Your
Motivational Needs
Second Number to left of statement indicates the
category; how many in each:
Number Category
1 Physiological
2 Safety - Security
3 Love - Belonging
4 Self Esteem
5 Self Actualization
YOUR SCORE

To determine results: the statements are

divided into five categories intended to
represent the five levels in Maslow’s
Hierarchy of Needs. The second digit in each
statement number indicates the category.
These categories are: 1-Physiological, 2-Safety-
Security, 3-Love-Belonging,
4-Self-Esteem, 5-Self-Actualization.
Maslow’s Hierarchy –
U.S. Salespeople’s Responses

Number Percent

847 86%
341 74%
757 54%
431 51%
828 37%
458 37%
INDIVIDUAL NEEDS

Maslow’s Related
Hierarchy Sales Force
of Needs Motivators
Self- Challenging tasks
actualization calling for creativity

Esteem Recognition programs

Belonging President’s Club $1 mil.

Safety & security Job security & fringes

Physiological Cash wages & bonuses

 What Makes Great Salespeople?
The Competitor

This person not only wants to win, but derives

satisfaction from beating specific rivals -- another
company or even colleagues. They tend to verbalize
what they are going to do, and then do it.

The Ego-driven

They are not interested in beating specific

opponents, they just want to win. They like to be
considered experts, but are prone to feeling slighted,
change jobs frequently, and often take things too
personally.
 What Makes Great Salespeople?

The Achiever

This type of person is almost completely self-

motivated. They usually set high goals and as soon as
they hit one goal, they move the bar higher. They like
accomplishment, regardless of who receives the credit.

The Service-oriented

Their strengths lie in building and cultivating

relationships. Winning is not everything to this person,
but they do respond to feelings of gratitude and
friendship from other people.
 Motivating the Global Sales Force

Salespeople are motivated by different needs.

Need for status (e.g., need for recognition and promotion)

Need for control (e.g., need to be in control and influence

others)

Need for respect (e.g., need to be seen as experts who can

give advice)
 Need for routine (e.g., need to follow a routine
that must not be interrupted)

 Need for accomplishment (e.g., need more

money and challenges)

 Need for stimulation (e.g., need to seek outside

stimulation and challenges)

 Need for honesty (e.g.,need to believe in the

rightness of their practices)
 Role Perceptions

Sales Customers Family

 Company
Sales is a boundary spanning position –
Manager
you must be responsive to expectations
Salesperson’s Role Perceptions
of multiple people.

• Expectations: What do others expect me to do?

• Ambiguity: How sure am I about what others expect?
• Accuracy: Is what I think what they really expect?
• Conflict: Does meeting expectations of one person
mean not meeting the expectations of
another?
 Role Perceptions

 Typical Sales Job Activities

 Where is their potential for the following:
 Ambiguity
 Lack of Accuracy

 Conflict
 Typical Sales Job Activities

Job Dimension Activities

SELLING FUNCTION Plan Activities Prepare Presentations

Develop leads Make Presentations
Prospecting Overcome Objections
Identify Decision- Introduce New Products
Makers

WORKING WITH ORDERS Write orders

Find last orders
Expedite orders Handle shipping
Handle back problems
orders

PRODUCT SERVICING Learn about Train customers

product
Test equipment Supervise repairs
Supervise Perform maintenance
installation

MANAGING INFORMATION Receive feedback Provide technical

Provide feedback information

Source: Adapted from William C. Moncrief, “Selling Activity and Sales Position Taxonomies
for Industrial Sales Force,” Journal of Marketing Research, August, 1996), pp. 266-67.
Typical Sales Job Activities
Job Dimension Activities

SERVICING THE ACCOUNT Stock shelves Count inventory

Set up displays Promote local
advertising

ATTENDING CONFERENCES Sales Product exhibitions

conferences Training sessions
Client conferences

TRAINING/RECRUITING Recruit new reps Train new reps

Travel with trainees

ENTERTAINING Parties Dinner

Drinks Lunch

TRAVELING Out-of-Town In-Town

DISTRIBUTION Sell through Train

Establish Credit processing
relationships

Source: Adapted from William C. Moncrief, “Selling Activity and Sales Position
Taxonomies for Industrial Sales Force,” Journal of Marketing Research, August,
1996), pp. 266-67.
 Motivation

Career Stages
 Does everyone go through these stages?
 What can be done to address the concerns of management at each
stage?
 How can sales managers address the management concerns at each
stage?
 Career Stages

Exploration Establishment Maintenance Disengagement

Career Concerns Finding an Successfully Holding on to Completing
appropriate establishing what has been one’s
occupational a career in a achieved; career.
field. certain reassessing career,
occupation. with possible
redirection.

Motivational Learning the Using skills to Developing Establishing a

Job Related skills required produce results. broader view of stronger self-
to do Adjusting to work and identity
the job well. working with organization. outside
Becoming a greater Maintaining a high of work.
contributing autonomy. performance Maintaining an
member of level. acceptable
an organization. performance
level.

Career Stage Characteristics

Career Stages

Exploration Establishment Maintenance Disengagement

Personal Establishing a Producing superior Maintaining Acceptance of

Challenges good initial results on the motivation, career
professional job in order to though accom-
self-concept. be promoted. possible rewards plishments.
have changed.
Facing concerns
about aging.

Psychological Support Achievement Reduced Detachment

Needs Peer Acceptance Esteem competitiveness from the

Challenging Autonomy Security organization
position Competition Helping younger and organi-
colleagues zational ife.

Career Stage Characteristics

Career Stage Research Findings
Job Satisfaction and Career Concerns
200 Salespeople -- Large Industrial Organization:
 all are least satisfied with promotion & pay
 pay satisfaction is only dimension on which exploration
sales people are more satisfied than establishment or
maintenance salespeople
 maintenance salespeople are less satisfied with
supervision than are establishment salespeople
Career Stage Research
Findings
Career Concerns and Age
200 Salespeople -- Large Industrial Organization:
 Note proportion of people in each stage
 Note overlap in ages of people in each stage
 Disengagement as well as maintenance occurs quite
early for some people --
Is this a management concern?
Relationship Between Career
Concerns and Age

Age Range
Proportion of 20 30 40 50 60 65
Career Concerns Sales Force

Exploration 14%

Establishment 29%

Maintenance 42%

Disengagement 15%
 Sales 60%
volume 55%
quota
Large firms’
Bar
Sales2 >$40M
Profit- 32%
based 14% Small firms’
quotas Bar
Sales1 < $40M

28%
Activity
quota
14%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Use of the Various Types of Quotas

Quotas & Reasons
for Use
1. Help motivate salespeople
2. Direct where to put effort
3. Provide standards for evaluation.
a. Sales volume in dollar or point system
 Points allow for different weights for different important products independent of
price.
 Points not affected by inflation.
 Sales quota may be developed for:
 Total territory sales, and/or
 Individual product or product group.
Quotas & Reasons
for Use
2. Profit-based quotas are rarely
based on bottom line profits
 Difficult to account for indirect expenses
 Profits are usually configured as gross margins minus

some load factor

3. Activity-based quotas are based on activities
directly related to sales volume
 More directly under control of the salesperson
 Biggest problem is falsification of call reports

 Issue of quantity vs. quality of activity?

Incentive Programs
 What is difference from regular
compensation such as commission?
 Key decisions

 Goals -- Rules
 Timing -- Awards
 Participants -- Publicity
 Theme -- Cost

 What is difference between

Incentive and Recognition programs
Types of Incentive Awards
Used by 168 Firms

Percentage of
Type of Award Firms Using

Cash 59
Selected Merchandise 46
Merchandise Catalog 25
Travel 22
Giving Status to
Salespeople
1. Compensation -- exceed first-line managers
2. Job Title -- no cost but considerable payback
3. Company Car Upgrade -- salespeople spend
much time in car - reminds them of their value.
4. Car Phone -- justified on a purely business basis
5. Field Sales Council -- meet president for 1/2 day open-
ended discussion on field marketing conditions - report
back to field meetings the results
6.Outside Secretarial Support -- or more exclusive central.
7. Published Success Stories -- high form of recognition
8. Task Force Assignments -- e.g., review of all paperwork.