Bài giảng môn Quản trị lực lượng bán hàng - Ch11

Apply contemporary theories of motivation to sales management 3.. Applying Contemporary Motivation Theories To Twenty-first Century Sales Management There are three broad classical sch

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Digital Multimedia PowerPoint Lectures for

Sales Force Management

Prepared by:

Dr Rajiv Mehta Professor of Marketing New Jersey Institute of Technology

Newark, N.J.

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Chapter 11:

Sales Force Motivation

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Learning Objectives

When you finish this chapter, you should be

able to:

1 Understand the nature of motivation

2 Apply contemporary theories of motivation to

sales management

3 Use reward and incentive programs to motivate

salespeople

4 See how sales contests and sales meetings can

motivate salespeople and learn basic guidelines

for coordinating them

5 Apply organizational commitment, career stage,

and empowerment to motivating salespeople.

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Introduction

But what is motivation?

What is the nature of motivation?

What motivation theories can sales managers use to augment

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Foundations of Motivation

Key features of motivation include:

§ Direction, which means tasks on which

the individual will focus effort.

§ Intensity, which refers to the amount of

physical and mental effort expended

on a given task, and

§ Persistence, which refers to the duration

of the effort an individual will exert.

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Applying Contemporary Motivation Theories To

Twenty-first Century Sales Management

There are three broad classical schools of thought about motivation that are germane to sales force management:

1

Content Theories

3

Reinforcement Oriented Theories

2

Process Theories

Contemporary Motivation Theories

• Dual Factor Theory

• Also known as Organizational Behavior Modification Theory

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Maslow’s Hierarchy of Needs

Maslow’s well-known hierarchy

of needs theory contends that

people are motivated by a

hierarchy of psychological

growth needs

The gratification of needs at one

level in the hierarchy activates

needs at the next higher level

Higher Level Needs

Esteem Needs

Social Needs Safety Needs

Physiological Needs

Actualization

Self-Lower Level Needs

Can you think how this theory can be used by sales managers to motivate

salespeople?

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Maslow’s Hierarchy of Needs

Physiological needs for human survival,

food, drink, shelter, warmth, clothing, etc

Safety needs for security, such as

medical and fear

Social needs and involve feelings of

belongingness to a family, group or

community

Self-esteem needs involve dignity,

achievement, desire for reputation and

Esteem Needs

Social Needs Safety Needs

Physiological Needs

Actualization

Self-Lower Level Needs

Can you think how this theory can be used by sales managers to motivate

salespeople?

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Three need categories are posited by ERG theory:

1 Existence, which is similar to Maslow’s physiological and safety needs

2 Relatedness, which is similar to social and esteem needs, and

3 Growth, which is similar to self-actualization needs

Like hierarchy of needs theory, ERG proposes that individuals focus on higher-level needs as lower-level ones are satisfied; unlike need

hierarchy theory, though, it suggests that people can move up and

down the three-part hierarchy

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2

Need For Achievement Needs Theory

Needs theory focuses on the following to motivate salespersons:

1. The need for power reflects the drive to dominate, influence, and have

authority to control others.

2. The need for achievement is the strong urge to master and accomplish

difficult tasks.

3. The need for affiliation consists of the desire to establish friendships, to

have close working relationships with peers as well as customers, and to avoid conflict

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Dual Factor Theory (AKA Motivation-Hygiene Theory)

1

Motivation Factors Dual Factor Theory Hygiene Factors 2

Dual Factor theory focuses on motivation factors and hygiene factors to

motivate salespersons:

Sources of satisfaction are called motivators because they are

necessary to stimulate individuals to make superior efforts They

include responsibility, achievement, recognition, and opportunities for growth and advancement

When present, they motivate salespeople; if lacking, they demotivate them

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When perceived as adequate or better, hygiene factors do not

actually induce positive motivation in salespeople Their absence,

however, leads to salesperson dissatisfaction and demotivation

1

Motivation Factors Dual Factor Theory Hygiene Factors 2

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2 Process theories, which emphasize the kind of goals and rewards that

motivate people and explain the thought process of employees and identify actions that fulfill their needs, are:

2

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Equity Theory

Equity theory of motivation suggests that

salespeople compare their relative work

contributions and rewards with those of other

individuals in similar situations

Salespeople experience inequity when they

feel either under- or over-rewarded for their

contribution relative to that of others.

Salespeople who feel under-rewarded

decrease their work efforts

Salespeople who feel overpaid tend to

increase theirs.

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Expectancy Theory

Expectancy theory proposes that

individuals contemplate the

consequences of personal actions

in choosing different alternatives

to satisfy their needs

Motivation (or effort) is a function

of three elements:

1 Expectancy

2 Instrumentality, and

3 Valence

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Ei = Expectancy is the salesperson’s perception that

exerting a given level of effort will lead to higher

achievement.

Ij = Instrumentality is the salesperson’s estimate of

the probability that achieving a certain level of

improved performance will lead to the attainment

of certain rewards.

Jk = Valence is the desirability of a potential

outcome or reward that the salesperson may

receive from improved performance.

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Expectancy Theory

Basically, what this implies is that sales

managers need to ensure salespersons that:

1 Exerting effort will leads to higher

achievement

2 Improved performance will lead to the

attainment of certain rewards, and

3 Most importantly ensure that the rewards

that are offered are actually desirable, if

not salespersons will not expend higher

effort

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Attribution Theory

Attribution theory explains that people

want to know why an event occurred and

why they succeeded or failed at a certain

task

An internal attribution is a reason within the

salesperson that could affect performance

(ability, effort, skill, and experience)

An external attribution is an explanation

that lies beyond the salesperson’s realm of

control (luck, territory or task difficulty)

The outcome: salespeople can choose

either to work harder or to work smarter.

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Goal-Setting Theory

Goal-setting theory attempts to increase motivation

by linking rewards directly to salespersons’ goals

Sales managers should set goals:

1 For individual salespeople

2 That are moderately difficult to achieve, and

To implement goal setting, sales managers should:

1 Involve the salesperson in the goal-setting process to

set realistic goals

2 Meet and reset goals if conditions change

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3 Reinforcement-oriented theories (or OBM)—rely on systematic

application of rewards or punishments to strengthen, maintain, or

eliminate behaviors

Sales managers can use the following four OBM approaches:

1 Positive reinforcement or a reward for a desired behavior.

2 Negative reinforcement or avoiding an undesirable outcome.

3 Punishment or sanction for displaying an undesired behavior.

4 Extinction or no positive reinforcement after an undesirable behavior.

1

Content Theories

3

Reinforcement Oriented Theories

2

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Using Rewards and Incentive Programs for

5.

Recognition

4.

Intrinsic Rewards

3.

Promotion Opportunities

2.

Sales Incentive Programs

1

Extrinsic Rewards

Reward and Incentive Programs

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Sales Force Motivation Strategies and Tools

Sales managers can use other sales motivation strategies and tools

that go above and beyond rewards

But the two most popular motivational strategies are:

a Sales contests, and

b Sales meetings

1.

Sales Contests Motivation Strategies Sales Meetings 2.

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a Increase the number of new customers

b Develop sales of a new product

c Counteract sales slumps due to seasonal

variations

d Clear overstocked inventory

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Sales Contests

2 Contest Themes

Sales managers should ensure that

contest themes are:

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Sales Contests

3 Contest rules

Formulate contest rules to clarify

goals and prevent abuses

Rules should also be phrased so

that they discourage salespeople

from holding back orders before

the contest, applying undue

pressure on buyers during the

contest, or suggesting that buyers

can cancel their orders after the

contest

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Sales Contests

4 Contest rewards and prizes.

Contest prizes should include items

that most of the participants want,

or the contest will not be

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Sales Contests

5 Salesperson participation.

Most contests don’t pit one salesperson against

another, but award prizes for achieving

certain standards of performance

Prizes must be at least attractive enough to

motivate because token prizes with little

recognition value may kill the motivational

effects of the contest

6 Contest duration.

Usually last between one and five months

Contests that occur too regularly (at the same

time each year) may come to seem routine

and lose their incentive value

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Sales Contests

7 Promoting the contest.

To build enthusiasm, the contest

should be promoted with personal

letters, and e-mails from

management can announce and

reinforce the imminent contest

The letters should announce the

exact nature and rules of the

contest to all salespeople

simultaneously

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Sales Contests

8 Assessing contest effectiveness.

Management should assess whether the

contest objectives were achieved, such as

those identified earlier under the purposes of

the contest

9 Potential pitfalls of contests

Sales managers should recognize that

contests can become so routine that they are

expected, and sales reps consider awards as

part of their yearly compensation

Contests can temporarily increase sales and

thereby provide a means of disguising sales

force shortcomings or sales management

deficiencies

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Why Some Sales Contests Are Losers

Evidently, a lot goes into planning sales

contests Even so, some sales contests fail

because of:

a Overestimating goals

b Neglecting to publicize the contest

c Rewarding only the top salespeople

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Sales Meetings

2 Planning sales meetings.

Planning sales meetings involves

several tasks, such as:

a Establish meeting goals

b Select a theme on the purpose of

the meeting

c Develop a tentative agenda or

program for the meeting

d Develop and finalize the program

and budget

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Sales Meetings

3 Competitive spirit.

The sales meeting is an excellent

opportunity for management to

recognize sales accomplishments, to

announce the names of sales leaders,

and to award prizes to outstanding

salespeople and sales managers

4 Specialized training.

National or regional sales meetings

offer management an excellent

opportunity to train all salespeople

simultaneously (e.g., regarding how to

introduce a new product or customer

strategy)

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Sales Meetings

5 Change of pace.

Getting away helps salespeople unwind

Many firms hold their sales meetings at

resort sites, where salespeople can enjoy

golf, tennis, swimming, and health club

facilities between business meetings

6 Video conferences.

Setting up a video conference is an

efficient way to link several different

locations together for an interactive sales

meeting rather than bringing the entire

sales force of an organization together

under one roof

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Additional Perspectives In Twenty-First Century

3.

Learning vs

Performance Orientation

2.

Organizational Climate

1

Organizational and Job Commitment

4.

Salesperson’s Career Cycle

Additional Motivation Perspectives

Additional perspectives in 21st century sales force motivation, are:

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Salesperson’s Career Cycle/Stages

3.

Maturity or Maintenance Stage

2.

Development or Establishment Stage

1

Preparation or Exploration Stage

4.

Decline or Disengagement Stage

Salesperson Career Cycle/Stages

► Salespeople need to be managed according to four career stages they pass through.

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2 Few opportunities for promotions or

augmented responsibility are available

in the firm.

3 The individual has a preference or some

constraint that prevents him or her from

taking on added responsibility.

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Note

This Electronic Presentation To Be Used With:

Hair, Joe, Rolph Anderson, Rajiv Mehta, & Barry Babin (2020), “Sales

Force Management,” 2nd Ed Hoboken: John Wiley & Sons

(ISBN-13: 9781119702832)

Text/images may not be modified or reproduced in any way without

prior written permission of the publisher www.wiley.com/go/permissions

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express written permission of the copyright owner is unlawful Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc The purchaser may make back-up copies for

his/her own use only and not for distribution or resale The Publisher

assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained

herein

Copyright

Tiêu đề	Sales Force Motivation
Tác giả	Joe F. Hair, Rolph E. Anderson, Rajiv Mehta, Barry J. Babin
Người hướng dẫn	Dr. Rajiv Mehta
Trường học	New Jersey Institute of Technology
Chuyên ngành	Sales Force Management
Thể loại	PowerPoint Lectures
Năm xuất bản	2020
Thành phố	Newark

Định dạng
Số trang	40
Dung lượng	1,96 MB