DIR.

COMERCIAL II (ADE)

LESSON 6

XAVIER CANADELL

1
LESSON 6
Motivating the Sales Force

2
LESSON 6
Motivating the Sales Force
Expectancy
theory
 
The psychological
determinants of
motivation
 
 Psychological
Process of
Motivation
Individual’s choice to:
►Initiate action on a
task
►Expend a certain
amount of effort on
that task
►Persist in expending
effort over time
 Bases for Motivation

►Expectancies: perceived
linkages between more effort
and improved performance
►Instrumentalities: perceived
relationship between improved
performance and increased
rewards
►Valence for rewards: perceived
value of the rewards
 Expectancies
►Salesperson’s perceived link between job
effort and performance
►Estimated probability that increased effort
leads to improved performance
►Accuracy of expectancy estimates how
clearly salesperson understands relationship
between effort and achievement
►Magnitude of expectancies – perception of
ability to control required performance
 Instrumentalities
►Link job performance and available rewards
►Estimate of likelihood an improvement in
performance will lead to a specific reward
►Accuracy of Instrumentalities: perceptual
clarity of understanding relationship between
improvement, achievement and rewards
►Magnitude of instrumentality: perceptual
understanding that the salesperson can
control or influence his or her own job
performance
 Valences
►Perceptions of desirability of receiving
increased rewards through improved
performance
►Other rewards may equal or exceed the
value of increased financial compensation
►The kinds of rewards deemed most
effective for motivation varies per
individual
►Satisfaction with current rewards
depends upon perceived value
Externally Visible Process
How does expectancy process internally work

Are the Does better YES YES

YES Does more effort
rewards performance lead GREATER
lead to better  
valuable? to greater
performance? EFFORT !
rewards?
 

NO NO NO

The same or less effort

Expectancy Theory Example
What should
management
do?
What should management do?
 Exploration
Primary concern is finding a suitable occupation
Underdeveloped skills and knowledge
Many drop out or are fired
Low expectancy instrumentality, high valence for personal growth
Establishment

Career Primary concern is improving skills and performance

Lack of promotion may cause disengagement or quitting
New commitments make pay important

Stages 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
 Understanding Sales Force Role

Type Perfectionist Helper Achiever Individualist Observer

Take care of Think outside the

Sensitive to
others, seek Efficiency, goal- box, comfortable
beauty, seek
Traits Do the right thing personal driven, being a working with
meaning, prone
relationships with winner ideas rather than
to mood swings
managers people
Recognize when Recognize unique
Time and space
they follow rules, Plaques, awards, contributions,
to work alone,
be consistent and “pat on the Public help make
Motivators prefer a more
clearly explain back,” preferably recognition following “the
detached
criteria for one-on-one selling process”
relationship
success easier
 Understanding Sales Force Role

Type Team Player Enthusiast Leader Peacemaker

Sees all points of

view, wants to be
Focused on the Dominating and
Traits Loyal and engaging part of the group,
positive, high energy protective
shies away from
confrontation

Team with someone Allow them to be in

Feel part of the team,
more focused on charge, create a Recognition spread
validation and
Motivators accomplishing stated project or account throughout the
belonging to the
goals, provide that will enable them company
company
awards that are fun to be in control, lead
The influence of demographic and personality
characteristics on valence for rewards
 
In uence of organizational variables on
the determinants of motivation
 
 Plateauing (early disengagement)

Causes
►Lack of a clear career path
►Boredom
►Failure to manage the
person effectively
Solutions
► Clearly defined career path
► Promotions within sales
force
► Job environment
 Managing the Plateaued Salesperson

► Talk with salesperson about problem

► Discuss reasons and possible solutions
► Conduct motivations sessions
► Manage, lead and communicate
► Cut salesperson’s responsibilities
► Assign to a new territory
► Inform rep on his/her
responsibilities
► Provide time off