SALESFORCE

MOTIVATION
 CONCEPT OF MOTIVATION
• Motivation is originally derived from the Latin word ‘movere’, which means
‘to move’
• In a sales job, motivation is the effort the salesperson makes to complete
various activities of the job
• The concept of motivation generally includes three dimensions
1. Intensity
2. Persistence
3. Direction
INTENSITY- refers to the amount of physical and mental effort, the salesperson
spends on a given task
PERSISTENCE- Describes how long the salesperson continues to put forth
effort
DIRECTION- suggests the salesperson’s choice of direction of effort among
various tasks
For example- a salesperson decides to concentrate on a major, high sales and
profit potential customer (direction). He increases the number of sales calls on
this customer from 2 to 4 per month (intensity), until the salesperson gets the
first order (persistence)
TYPES OF MOTIVATION
IMPORTANCE OF SALESFORCE MOTIVATION

Changes in marketing environment

Conflicting company objectives
Unique nature of the sales job
Separate motivational package
 RELEVANCE OF MOTIVATIONAL THEORIES
TO SALESPEOPLE
1. MASLOW’S HIERARCHY OF NEEDS THEORY
• Maslow's hierarchy of needs is a theory proposed by Abraham Maslow in his 1943
paper "A Theory of Human Motivation" in Psychological Review.
• His hierarchy of needs is a motivational theory comprising a five-tier model of human
needs, often shown as hierarchical levels within a pyramid. From the bottom of the
hierarchy upwards, the needs are: physiological, safety, love and belonging, esteem and
self-actualization.
• He stated that the needs lower down in the hierarchy must be satisfied before
individuals can attend to needs higher up hierarchy.
• Sales managers must understand the needs of salespeople work­ing at various
organizational levels. A salesperson working at a lower order has a need to prove his
worth and has to work towards confirming his footing in the company. To him,
satisfying the safety and security needs are a big challenge.
• In contrast, a senior salesperson or a sales manager has a need for recognition and
esteem. It is important to note that both cannot be motivated by the same means and a
sales manager needs to be aware of such needs and ways to tackle them. The need
hierarchy theory points towards varying needs that come across employees serving
lower and higher ranks.
• Abraham Maslow’s need hierarchy theory proposes that:
1. All people possess five sets of needs.
2. These needs, namely physiological, safety, social, esteem, and self-actualization
needs, fol­low a hierarchical pattern from the most fundamental or basic survival
instincts to the most advanced needs of personal growth and development.
3. People are motivated to engage in behaviour that will result in the satisfaction of the
lowest level of needs currency not fulfilled.
4. Once a need is satisfied, the next need in the hierarchy becomes dominant. In other
words, a higher order need cannot become active unless the preceding lower order
need is satisfied.
5. A satisfied need is not a motivator and an unsatisfied need activates goal-seeking
behaviour.
6. Higher order needs can be satisfied in many more ways than the lower order needs.
7. People wish to move up in the hierarchy and seek growth. No individual is content
with physiological needs.
2. HERTZBERG’S DUAL-FACTOR THEORY
Fredrick Herzberg (1966) developed the two-factor or dual-factor theory of
motivation. According to him, various sources of satisfaction and dissatisfaction
are classified into two groups.
These are as follows:
a. Hygiene Factors or Dissatisfiers:
• These factors include company policy and ad­ministration, technical
supervision, interpersonal relationships with peers and supervisors, salary, job
security, personal life, and working conditions.
b. Motivation Factors or Satisfiers:
• The satisfiers include achievement, recognition, advancement, opportunity for
growth, responsibility, and the work itself.
• Motivators are factors that when absent in a job prevent both satisfaction and
motivation, and when present lead to satisfaction and motivation. 
• On the other hand, hygiene factors do not motivate people, but they prevent
dissatis­faction. They provide no growth in the worker’s output, but they
prevent loss in performance caused by the work restrictions. They try to
maintain motivation at a zero level by preventing negative motivation from
occurring. This is the reason for naming them as maintenance factors.
 3. CHURCHILL, FORD AND WALKER
MODEL OF SALESFORCE MOTIVATION

MOTIVATION EFFORT PERFORMANCE REWARD SATISFACTION

SELECTING AN EFFECTIVE MIX OF
MOTIVATIONAL TOOLS