Lecture Dalrymple''s sales management: Concepts and cases – Chapter 11: Motivating salespeople

Part V

SALES FORCE LEADERSHIP
Chapter 11:

Motivating 
Salespeople


What is Motivation?


Drive to initiate an action.



The intensity of effort in an action



The persistence of effort over time.


Reasons for Motivating Salespeople



Frequent rejection



Physical separation from company 
support



Direct influence on quality of sales 
presentation



Indirect influence on performance


What Goals are Most Important?

Expand Visibility
of Sales

43.9%

Increase
Sales Revenue

66.1%

Enhance Company
Credibility

31.9%

Build the Brand

29.8%

0

20

40

60

80


How Successful Were You at 
Reaching Your Goals?
Expand Visibility
of Sales

Increase
Sales Revenue

Enhance Company
Credibility

Build the Brand

35.7%
64.7%

27.9%
72.1%
41.9%
58.1%
31.8%
68.1%
Most Successful

Least Successful


Maslow’s Hierarchy of Needs
Self­Actualization
Self­Esteem

 Intense job challenge, full potential, full 
expression, creative expansion.
 Achievement, respect, recognition, 
responsibility, prestige, independence, 
attention, importance, appreciation.

Love­Belonging

 Belonging, acceptance, love, affection, 
family and group acceptance, friendships.

Safety­Security

 Security, stability, dependency, protection, 
need for structure, order, law, tenure, 

pension, insurance.

Physiological

 Hunger, thirst, reproduction, shelter, 
clothing, air, rest.


An Exercise to Determine Your 
Motivational Needs
To perform the exercise, read through the following statements…check those which are most important in 
motivating you to do your best work.  Select the ten most important statements.
629
847
333
311
836
151
937
743
431
819
458
757
828
735
949
234
616
146

539
341
132

Job security
Being trusted to do my job the way I think it should be done.
Participating in work group conversations.
Having adequate shelter to protect from the elements.
Having a job which allows me time with my family.
Having an opportunity for personal growth.
Socializing with my friends.
Being considered for an advancement opportunity.
Working with other people.
Having children.
Doing something meaningful with my life.
Being in a position to contribute new ideas.
Having an associate that looks out for my interests.
Including other people in what I do.
Being selected for an exclusive award.
Being involved with work associates in social and recreational activities.
Being sexually satisfied.
Having a responsible person tell me when I’ve done a good job.
Having an active part in work related social activities.
Knowing that other people respect me and my work.
Acceptance as a work group member.


Your Score
To Determine Results:

The statements are divided into five categories intended to 
represent the five levels in Maslow’s Hierarchy of Needs.  
The second digit in each statement number indicates the 
category.  These categories are:
  
1.
2.
3.
4.
5.

Physiological, 
Safety­Security, 
Love­Belonging, 
Self­Esteem, 
Self­Actualization.

Count up the number you have in each category then 
calculate the percentages for each category. The categories 
with the highest percentages would be your personal 
motivational drivers. 


Maslow’s Needs & Related Sales 
Force Motivators
Maslow’s
Hierarchy
Of Needs
SELF­
ACTUALIZATION

Motivators

ESTEEM

 Recognition programs

BELONGING

 President’s Club $1 million

SAFETY & 
SECURITY

 Job security and fringes

PHYSIOLOGICAL

 Cash wages and bonuses

 Challenging tasks calling for creativity


Chinese Culture
Hierarchy of Needs

Self­actualization
in service to society
Safety

Physiological

Affiliation (belonging)


Maslow’s Hierarchy
U.S. SALESPEOPLE’S RESPONSES
Number

Percent

Number

Percent

847

86%

431

51%

955

80%

654

40%

341

74%

722

39%

352

66%

836

37%

256

63%

458

37%

559

57%

853

37%

757

54%

718

34%


Comparison of Motivators and Hygiene 
Factors Percentage Frequency
Low
Satisfaction

High
Satisfaction

40         30          20          10           0           10          20         30          40

Hygienes






Policies

Tech. Supervision
Salary
Interpersonal Relations
Working Conditions

Motivators






Achievement
Recognition
Work Itself
Responsibility
Advancement


Career Stages


Does everyone go through these 
stages? 



What can be done to address the 
concerns of salespeople at each stage?

Exploration Stage


Motivational Needs
–



Learning the skills required to do the job well.

Manager Role?


Exploration Stage


Motivational Needs
–



Learning the skills required to do the job well.

Manager Role?
–

Reinforce accomplishments

–

Spend time with salesperson

–

Discuss long­term benefits of working for the organization


Establishment Stage


Motivational Needs
–



Use skills to produce results, increase job autonomy

Manager Role?


Establishment Stage


Motivational Needs
–



Use skills to produce results, increase job autonomy

Manager Role?
–

Provide high rewards for high achievers

–

Have salespeople recognize success has something
other than promotion


Maintenance Stage


Motivational Needs
–



Develop a broader view of work and organization, 
maintain a high level of performance

Manager Role?


Maintenance Stage


Motivational Needs

–



Develop a broader view of work and organization, 
maintain a high level of performance

Manager Role?
–

Challenge salespeople to use their knowledge in new ways

–

Introduce significant rewards for mastering new challenges


Disengagement Stage


Motivational Needs
–



Establish a stronger self­identity outside of work,
maintain performance level

Manager Role?

Disengagement Stage


Motivational Needs
–



Establish a stronger self­identity outside of work,
maintain performance level

Manager Role?
–

Maintain focus on personal goals and importance of 
organizational citizenship behaviors (e.g., being a 
role model, assist in other aspects of the organization)


Career Stage Effects on Satisfaction
Select Research Findings: 


All stages are least satisfied with promotion 
and pay
–

However, pay satisfaction is only dimension on which 
disengagement salespeople are more satisfied than establishment or 

maintenance salespeople



Maintenance salespeople are less satisfied 
with supervision than are establishment 
salespeople



Disengagement as well as maintenance 
occurs quite early for some people ­­ Is this a 
management concern?


Overlap of Ages on Career Stages
Career
Concerns

Proportion of 
Sales Force

Exploration

14%

Establishment

29%

Maintenance

42%

Disengagement

15%

Age Range

20                        30                          40                          50                        60      65 


Giving Status to Salespeople
1.

Compensation 

­ exceed first­line managers
2.

Job Title 

­ no cost but considerable payback
3.

Company Car Upgrade 

­ salespeople spend much time in car
reminds them of their value.

4.

Car Phone –

­ justified on a purely business basis


Giving Status to Salespeople
5.

Field Sales Council 

­ meet president for 1/2 day open­ended discussion on 
field marketing conditions ­ report back to field meetings 
the results
6.

Outside Secretarial Support 
­ or more exclusive central.

7.

Published Success Stories 
­ high form of recognition

8.

Task Force Assignments 
­ e.g., review of all paperwork.