Lecture 08: Managing Salesforce PDF

Selling and Sales Managemen Lecture 08: Managing tSalesforce Learning Objectives 1) Understanding recruitment and selection process 2) Understand motivational methods and training needs 3) Understand different salesforce organization and compensation methods Recruitment and Selection...

Selling and Sales Managemen Lecture 08: Managing tSalesforce Learning Objectives 1) Understanding recruitment and selection process 2) Understand motivational methods and training needs 3) Understand different salesforce organization and compensation methods Recruitment and Selection Recruitment and Selection Is selection Salespeople are process costly importan Variability in t? effectiveness Other determinants of success Stages in Recruitment and Selection Process Some Important Qualities of Sales People Communication Business skills Personality sense Determination Integrity Intelligence Ambition Motivation Acceptabilit Product knowledge y Empathy Educational Initiative background Confidence Self- Appearan discipline ce Experience Resilienc Adaptability Sources of Recruitment From inside – the company’s own staff Recruitment agencies Educational establishments Competitors Other industries Unemployed Selection Aids Psychological Tests Role Playing Personality Tests Interviews Motivation and Training Motivation – Maslow’s Hierarchy of Needs Motivation – Herzberg’s 2 Factor Theory Hygiene Factors Physical working condition Pay Security Salary Interpersonal relationships Motivating Factors Nature of work Achievement Recognition Responsibility Motivation – Vroom’s Expectancy Theory Motivation – Likert’s Sales Management Theory Sales managers’ own behaviours provide a set of standards which, in themselves, will affect the behaviour of their salespeople. He found that there was a link. High performing sales teams usually had sales managers who themselves had high performance goals. Motivation – The Churchill, Ford and Walker Model of Salesforce Motivation 1They should convince salespeople that they will sell more by working harder or by being trained to work ‘smarter’ (e.g. more efficient call planning, developing selling skills). 2They should convince salespeople that the rewards for better performance are worth the extra effort Motivation in Practice Financial and non- Commission base financial incentive such as sales revenue, profit Commission rate such as percentage of all Starting sales point of commission Sales Intrinsic vs targets Extrinsic or Meetings between quotas managers and salespeople Promotio ns Sales contest s Training - Benefits Components of Training Program Methods of Training Sales Manager Topics Covered in Training Programmes for Managers Organization and Compensatio n Types of Salesforce Organization Structure Geographic al Structure Product Specializatio n Structure Industry-based Structure Geographical Structure Product Specialization Structure Industry-Based Structure Account-Size Structure Types of Salespeople based on Compensation 1 Creatures of habit. These salespeople try to maintain their standard of living by earning a predetermined amount of money. 2 Satisfiers. These people perform at a level just sufficient to keep their jobs. 3 Trade-off-ers. These people allocate their time based upon a personally determined ratio between work and leisure that is not influenced by the prospect of higher earnings. 4 Goal orientated. These salespeople prefer recognition as achievers by their peers and superiors and tend to be sales quota orientated with money mainly serving as recognition of achievement. 5 Money orientated. These people aim to maximise their earnings. Family relationships, leisure and even health may be sacrificed in the pursuit of money. Types of Compensation Plans ANY QUESTIONS?