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Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 8 Motivating a Sales Force I believe I can fly, I believe I can touch the sky! R. Kelly, Space Jam
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. MOTIVATION IS THE CHOICE OF AN INDIVIDUAL TO… 1. Initiate action on a certain task … choice; 2. Expend a certain amount of effort on that task … intensity; 3. Persist in expending effort over a period of time … persistence. The amount of effort the sales person desires to expend on each activity associated with the job.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Fig. 8-2 Motivational Conditions Are the rewards worth the effort? Does more effort lead to better performance? GREATER EFFORT The same or less effort NO YES Does better performance lead to greater rewards?
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Fig 8-3 Maslow’s Hierarchy of Needs… Fulfilled through: Self-development, Managerial actions: Provide/offer advanced training, assignments to special projects, more responsibility and authority. Fulfilled through: Status, recognition. Managerial actions: Recognize sales rep achievements personally and publicly through title changes, commendation letters, promotions. Fulfilled through: Affiliation, friendship, acceptance. Managerial actions: Use team selling, hold social functions, distribute employee newsletters, hold sales meetings, mentoring. Fulfilled through: Job security, safety, income security. Managerial actions: Provide safe work environment, set mutually agreed-upon performance standards, communicate job performance expectations and consequences of failure to perform. Fulfilled through: Food, shelter, clothing, health care. Managerial actions: Provide/offer adequate income and good benefits package. Safety needs Social needs Physiological needs Esteem needs Self-actualization needs challenge.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Hertzberg’s Dual-Factor Theory HYGIENE FACTORSMOTIVATION FACTORS pay company policies supervision conditions work recognition responsibility challenge growth opportunities
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Motivational impact Perceived reasons Positive Negative Ability Seek help; get Become frustrated additional training; and discouraged; ask for supervisor’s give up assistance; increase effort Effort Work harder; make No change in behavior more calls; work longer hours Strategy Change selling No change in behavior strategy; adapt the presentation Task difficulty Work harder; Become frustrated change strategies; and discouraged; or seek help give up Luck No change in behavior Avoid the situation Fig. 8-5 Salespeople’s Perceived Reasons for Failure and Their Motivational Impact
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Career Stages Exploration Primary concern is finding a suitable occupation Underdeveloped skills and knowledge Many drop out or are terminated Low expectancy instrumentality, high valence for personal growth Establishment Primary concern is improving skills and performance Lack of promotion may cause disengagement or quitting New commitments make pay important High expectancy instrumentality, high valence for promotion and pay Maintenance Primary concern is maintaining position, status, and performance Have highest sales volumes and percentage of quota and pay High valence for recognitions, respect, and pay Low valence for promotion Disengagement Primary concern is preparing for retirement and/or developing outside interest Low valence for higher order and lower order rewards Low instrumentality
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Sales Contest Design Elements Equally Attainable Goals Attractive Variety of Prizes Sales Contest Design Promote & Publicize
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Causes of Plateauing No clear career path Not managed adequately Bored Burned out Economic needs met Discouraged with company Overlooked for promotion Lack of ability Avoiding risk of management job Reluctance to be transferred
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 8 Motivating a Sales Force I believe I can fly, I believe.
McGraw-Hill/Irwin Copyright 2006 by The McGraw-Hill Companies, Inc.
Chapter Seven McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. 7.1 Learning Objectives Understand the process.
7 Salesperson Performance: Motivating the Sales Force McGraw-Hill/IrwinCopyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or.
Chapter 9 Motivation Explain what motivation is and why managers need to be concerned about it Describe from the perspectives of expectancy theory and.
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Chapter 6 THE NATURE OF WORK MOTIVATION. CHAPTER 6 The Nature of Work Motivation Copyright © 2002 Prentice-Hall Work Motivation Definition: The psychological.
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 09 Motivation.
With Duane Weaver Materials adopted from “Sales management in Canada”, Mackenzie, H.F., 2008.
P O L C A Leading.
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Chapter © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or.
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© 2003 McGraw-Hill Ryerson Ltd. Motivation Chapter Three.
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Chapter 5: Motivation McGraw-Hill/Irwin
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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.
Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. hapter Motivation in Organizations Harcourt, Inc.
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Motivating Others Making Others Want to do More. “Between stimulus and response is our greatest power – the freedom to choose.” »Stephen Covey.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Chapter 5 Motivation: Background and Theories.
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
MOTIVATION. LEARNING INTENTIONS Students will be able to: Explain the motivational theories of Maslow, Herzberg & Locke Compare & contrast these theories.
Motivation Chapter Nine Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
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GEDA 561 Weekend #1 Motivational Theory and Its Application to Working Collaboratively.
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Achievement Motivation Achievers work hard when… They will receive personal credit for effort.
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