1 Motivation Compensation Leadership and Evaluation of Salespeople
- Slides: 36
1
Motivation, Compensation, Leadership, and Evaluation of Salespeople Mc. Graw-Hill/Irwin Chapter 17 Copyright © 2006 by The Mc. Graw-Hill Companies, Inc. All rights reserved.
Chapter 17 17 -3
Main Topics The Tree of Business Life: Management Motivation of the Sales Force The Motivation Mix: Choose Your Ingredients Carefully Compensation Is More Than Money The Total Compensation Package Chapter 17 17 -4
Chapter 17 17 -5 Main Topics Nonfinancial Rewards Are Many Leadership Is Important to Success Performance Evaluations Let People Know Where They Stand Sales Managers Use Technology
The Tree of Business Life: Management rv Et hic a l Se T T TT T T Builds ù True ice Guided by The Golden Rule: Rule ù Remember that, as a sales ù Relationships T I C 6 manager, you impact the lives of your salespeople and their families Help make your salespeople successful by putting their interests above your own Remember that people come before power, influence, and wealth (PIW)
Motivation of the Sales Force ù Motivating salespeople at two levels ù Motivation of the individual salesperson ù Motivation of the entire sales force ù Motivation is the arousal, intensity, direction, and persistence of effort directed toward job tasks over a period 7
The Basic Sales Management Functions 8
The Basic Sales Management Functions Directing average people to perform at above-average levels §Motivational §Compensation §Leadership 9
The Motivation Mix: Choose Your Ingredients Carefully ù The basic compensation plan ù Special financial incentives ù Nonfinancial rewards ù Leadership techniques ù Management control procedures 10
Exhibit 17 -1: Sales Manager’s Motivation Mix 11
Compensation Is More Than Money ù Sales performance can be rewarded in three fundamental ways ù Direct financial rewards ù Career advancement ù Nonfinancial compensation ù Although a sales reward system is not the only means of motivating salespeople, it is the most important 12
Exhibit 17 -2: Examples of Various Salary Plans 13
Compensation Is More Than Money, cont… ù Three basic plans of financial compensation ù Straight salary plan ù Straight commission plan ù Combination plan 14
Compensation Is More Than Money, cont… ù Straight salary plan ù Advantages to the salesperson ù Advantages to management ù Disadvantages to the straight salary plan ù When to use the straight salary plan 15
Compensation Is More Than Money, cont… ù Straight commission plans ù Three basic elements of straight commission ù Pay is related directly to performance ù A percentage rate of commission is attached to the unit ù A level at which commissions begin or change is established ù Drawing accounts combine the incentive of a commission plan with the security of a fixed income ù Advantages of the straight commission plan ù Disadvantages of the commission plan ù Administrative problems with the commission plan 16
Compensation Is More Than Money, cont… Combination plans ù Salary and commission ù Salary and bonus: individual bonus or group bonus ù Salary, commission, and bonus: individual bonus or group bonus 17
Compensation Is More Than Money, cont… ù Combination plans ù Salary and commission ù Salary and bonus: individual bonus or group bonus ù Salary, commission, and bonus: individual bonus or group bonus 18
Compensation Is More Than Money, cont… ù Bonus: individual or group ù Across-the-board bonus ù Performance bonus ù Sales contests 19
The Total Compensation Package ù People choose a sales career for both nonfinancial and financial reasons ù The salesperson receives numerous forms of nonfinancial compensation 20
Exhibit 17 -4 a: Salary and Fringe Benefits for a New Representative 21
Exhibit 17 -4 b: Salary and Fringe Benefits for a New Representative 22
Nonfinancial Rewards Are Many ù Achievement or recognition awards ù Transfer to larger, more challenging sales territories or promotion to key account management ù Sales manager’s praise 23
Leadership Is Important to Success ù Leadership ù The leader’s task and relationship behavior ù Task behavior involves the leader in describing the duties and responsibilities of an individual or group ù Relationship behavior is people-oriented 24
Exhibit 17 -5: Four Basic Leadership Styles a Sales Manager Can Select From to Influence Salespeople 25
Leadership Is Important to Success, cont… ù Leadership styles ù Style 1 – Tells ù Style 2 – Persuades ù Style 3 – Participates ù Style 4 – Delegates ù Choosing a leadership style ù On-the-job coaching ù Coaching – main element is the joint sales call 26
Exhibit 17 -6: A Sales Manager Can Choose One of These Leadership Styles Based on the Salesperson and the Situation 27
Sales Management Functions ù Planning ù Staffing ù Training ù Directing ù Evaluating 28
The Basic Sales Management Functions Evaluating the past to guide the future §Performance criteria §Conducting sessions 29
Performance Evaluations Let People Know Where They Stand ù Management control system ù Performance evaluation – what is it? ù Reasons for performance evaluation ù Who should evaluate salespeople? ù When should salespeople be evaluated? ù Performance criteria ù Quantitative performance criteria ù Qualitative performance criteria ù Conducting the evaluation session 30
Exhibit 17 -8: Quantitative and Qualitative Performance Criteria 31
Performance Evaluations Let People Know Where They Stand, cont… ù Conducting the evaluation session ù Both manager and salesperson should be prepared for the interview ù Be positive ù Actually review performance ù Finalize the performance evaluation ù Summarize the total performance evaluation ù Develop mutually agreed-on objectives ù Formalize evaluation and objectives 32
Sales Managers Use Technology to: ù Manage customers ù Manage salespeople 33
The Basic Sales Management Functions, cont… 34
Summary of Major Selling Issues ù An important challenge of the sales manager is to motivate salespeople using financial and nonfinancial methods ù Most firms today use a combination of salary and financial incentives rather than straight salary or straight commission plans ù The sales manager needs to understand the principles of leadership and apply them to salespeople based on their individual personalities and territorial situations 35
Summary of Major Selling Issues, cont… ù The performance of sales personnel is evaluated by comparing their quotas and objectives to actual sales and job activities to determine their success ù To effectively evaluate salespeople, managers should develop procedures to ensure fair treatment 36
- Compensation and non compensation dimensions
- Effective salespeople anticipate and handle
- Salespeople do not represent customers to the company.
- Define consultative selling
- Compensating salespeople
- Situational leadership video
- Transactional leadership vs transformational leadership
- Adaptive leadership vs situational leadership
- Adaptive leadership vs situational leadership
- Cms compensation rules for msa and pdp
- Cpcs table
- Advantages and disadvantages of shunt compensation
- Designing and managing incentive compensation programs
- Starbucks special blend
- Indirect financial compensation
- Indirect financial compensation
- Withholding tax on compensation computation
- Doterra compensation chart
- Goldman sachs partner compensation
- Ultrasound time gain compensation
- Point de compensation photosynthèse
- Accounting firm partner compensation formula
- Conference point shaklee
- Mixed respiratory and metabolic acidosis
- Acn compass compensation plan
- Photosynthtic
- Schedule 4 of workmen compensation act
- Amplifier compensation plan
- Milkovich newman compensation, 9th edition pdf
- Pay mix
- Lower snake river compensation plan
- Louisiana public employees deferred compensation plan
- Plan de compensation longrich cameroun
- Compensation plan
- Respiratory alkalosis renal compensation
- Uces dispute letters
- Fair pay for northern california nonprofits