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Copyright 2010, S L Gupta
Excel BooksSalesand Distribution Management Text & Cases (2ndEdition) S L Gupta6-1
Compensation and motivation of Sales Force
Basics of Sales Management
Ch-6
Block:
I
Chapter6
Compensation and
Motivation of Sales Force
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Compensation and motivation of Sales Force
Basics of Sales Management
Ch-6
Block:
I
Compensation Plans
Compensation plans for the sales force are designed to achieve several
objectives. Some of these are:
i. To assist the company in meeting its sales projections,
ii. To bring the earnings of the sales force to desired levels,
iii. To reward individual salespersons in direct proportion to their efforts and
performance.
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Cont.
Attitudes towards A Compensation PlanSalespeople Look for Companys Attitude
1. Adequate income for adequate
performance.
1. No conflict, no argument on this point.
2. Superior income for superior
performance.
2. None here either.
3. Incentives for special
achievement.
3. All but a few reactionary companies agree.
4. A base of fixed-income for security
purposes.
4. Many companies agree, but some cannot afford a fixed
expense such as salary. In certain industries
compensation ranges from 100 per cent salary to 100
per cent commission. Company attitude will depend on
circumstances peculiar to it.
5. At least primary fringe benefits. 5. No argument here, but not all companies can afford full
range.
6. Opportunity for advancement,
promotion.
6. As much to the companys advantage as the
salespersons.
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7. A yardstick to measure
performance.
7. Equally important for the company to measure
performance.
8. Equitable treatment to all sales
people; pay based on
performance no free loaders,
no favouritism or exploitation.
8. Equally important to the employer.
9. A sense of security because of the
feeling that he is respected and
regarded as a human being who is
important to the company.
9. Just as important to the company which must rely on the
morale of its sales force. The sense of security and well-
being of sales force pay many bonuses to an employer.
10. Flexibility in a plan, sensitivity to
changing conditions.
10. Equally important to a company.
11. Simplicity easy to understand. 11. The company agrees the simpler the plan, the easier
and cheaper to administer it.
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Compensation and motivation of Sales Force
Basics of Sales Management
Ch-6
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Formal Compensation Process
Establish Sales
Force Objectives
Appraisal and
Recycling
Measure Individual,Group
and OrganisationalPerformance
DetermineCompensation
Objectives, Strategies
and Tactics
Determine
CompensationFactors
Implement Long andShort-term Range
Programmes
CommunicateCompensation Policy
Relate Rewards
to Performance
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Compensation and motivation of Sales Force
Basics of Sales Management
Ch-6
Block:
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Cont.
Various Modes of Compensating the Sales ForceSalary
A straight salary payroll is by far the easiest for employers to handle. Deductions
for provident fund, income taxes and other fringe benefits are fixed and the work
of accounting is reduced. In many industries, this method of compensation isgenerally used. There is always an overriding reason for choosing a salary plan.
The following industries are using this method
Highly seasonal industries
High-tech industries
Trade salespeople
Route salespeople
Missionary and educational salesmen
Group selling
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Strengths of the Salary Compensation Plan
1. For the sales force
Simple to calculate
Fixed income
Job security
2. For the company
Reduces turnover in sales force
Increases authority of sales manager in controlling sales force
An effective tool in case
Group efforts are required Of business that is technical in nature Hiring new staff Of seasonal business
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The fol lowin g are the weaknesses of th e Salary Com pensat ion Plan
1. For the sales force
Lack of incentive to excel
Old sales force/under achievers tend to be overpaid
2. For the company
Fixed expenses, difficult to cut down expenses
Frequent adjustments in salary necessary, yet too many changes are as
bad as too few
Requires excellent supervision which is not always available.
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Basics of Sales Management
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Straight Commission
Paying a commission is a variable expense rather than a fixed one. If sales are
made, a commission is paid no sales, no commission. This keeps sales
expenses strictly in line. A straight commission pay plan has many advantages. It
is desirable for a company suffering from a severe cash shortage since the
commission need not be paid until proceeds are received from a sale. Flexible
commission rates can be a strong incentive and many organisations are
successful because the sales force enjoys a liberal commission schedule.
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Compensation and motivation of Sales Force
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Cont.
Target CommissionA straight commission is paid on sales volume. On a fixed commission base, a
fixed percentage of sales volume is paid to the sales force. Other plans call for
increase in rate as volume increases. A fixed rate commission is easy to figure
and administer. If the rate is 2 per cent, it stays at that percentage whether the
salesperson sells goods worth Rs 40,000 or Rs 4,00,000. A progressivecommission rate accomplishes a major objective of most companies: it provides a
constant incentive to the sales force to do better. The following example explains
this:
Sales (Rs) Commission Rate
Up to 40,000 2%
From 40,000 to 1,00,000 3%
Above 1,00,000 4%
If a salespersonsquota is Rs 80,000, he would earn Rs 2,000 if he achieved
that target exactly a composite rate of 2.5 per cent. For example: Smith Kline
Beecham is using this method in their worldwide selling.
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Bonus, Profit Sharing, Fringe Benefits
Paying bonus is a method that a company adopts to reward special contribution
and as an incentive to superior performance.
Profit Sharing
Many experts in the field of sales management disapprove extending profitsharing to salespeople. For once, companies agree with them. There may be an
argument in favour of such a payment if no bonus plan is established for
excellence in sales performance.
Fringe Benefits
Fringe benefits have become a fascinating subject and an item of considerable
expense to organisations. The costs of fringes can be as high as 30 per cent of
direct compensation expense depending on what benefits are offered and
whether a portion of the expense is shared with the employee.
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Reimbursement of Expenses
Travel usually by car or scooter
Meals
Lodging
Entertainment
Miscellaneous
Proper Sales Compensation Plan
Provide a living wage
Have performance Based pay levels
Be adjustable to meet companysgoals and individual aspirations.
Such a plan not only helps in normal times but also takes care of special
needs of a company.
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Motivation to the Sales Force
Motivation is the force within us that directs our behaviour.
A sales manager can use the question guidelines suggested by Ginger
Trumfio for motivating his salespersons.
Are you an Effective Motivator?
Keeping your sales force motivated is vital to execute ongoing sales. How effectively do you
motivate your salespeople? Answer the following questions and you be the judge.
1. What are the three most effective techniques you use for motivating your entire sales force?
2. Do you know what motivates each person who reports to you?3. Do you know what role compensation plays in the motivation of each salesperson?
4. Do you know what role recognition plays in the motivation of each salesperson?
5. Do you know what role opportunityfor growthplays in the motivation of each salesperson?
6. Have you customised a motivational programme for each person who reports to you?
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7. What have you done in the past week with the deliberate intention of motivating a
salesperson?
8. Did you praise someone today?
9. Do you show your commitment to developing each salesperson by actively (at least once a
month) coaching him on skills and techniques?
10. When a salesperson seems to be feeling stressed, do you ask questions and spend time
listening to his concerns?
11. Do you ask your representatives, Whatcan I do personally to help your sales efforts?
12. Do you review their monthly performance with them in a timely manner?
13. Have you done anything recently to demotivateyour salespeople?
For example: failed to give recognition; embraced a salesperson in front of peers or clients;
taken over a sales call?14. Do you treat your salespeople with respect?
15. Do you show your salespeople trust?
Source: Ginger Trumfio, Are you an Effective Motivator? Sales and Marketing Management
(May 1994): 136.
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Low-Cost Ways to Motivate
A pat on the back.
A smile.
A simple, sincere, thank you.
A personal letter to the employee, with copies sent to your immediate supervisor and to the
employees supervisor.
Public recognition in front of peers.
Public recognition in front of ones boss.
A letter of praise from a customer or vendor praising an employee, posted on the companys
bulletin board.
Listening to an employee who has an idea for improving efficiency and then acting
affirmatively on that suggestion.
Arranging employee discounts from your vendors or customers.
Allowing the employee to work on an especially exciting project that he or she would notusually work on.
Asking employees what non-monetary rewards they would like to have and, if possible,
providing them.
Issuing a You Were Mentioned certificate to employees whenever you hear something nice
about them, whether from a customer, co-worker, or superior.
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Electing a high-achieving employee to a quality circle or to a company wide task force.
Providing free lunch for employees caught in the act of victory by an appointed group of
company wide catchers
Rotating the company flag or other symbols of excellence from one deserving unit to
another on a quarterly basis.
Source: Sam Deep, Lyle Sussman, Smart Moves Reading, Mass: Addison-Wesley, 1990
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Sales Career Stages and Motivation
Are salespersons motivated by different rewards at different stages of their
career? Do salespeople have different career and personal concerns based
on career stages? The basic answer to both these questions is Yes.
There are four career stages: exploration, establishment, maintenance and
disengagement.
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Characteristics of Different Stages in a Salespersons Career
Exploration Establishment Maintenance Disengagement
Career Concern Finding an
appropriate
occupational
field.
Successfully
establishing a
career in a certain
occupation.
Holding on to what
has been achieved;
reassessing career,
with possible
redirection.
Completing ones
career.
Developmental
Tasks
Learning the
skills required
to do the job
well; becominga contributing
member of an
organisation.
Using skills to
produce results;
adjusting to
working withgreater autonomy;
developing
creativity and
innovativeness.
Developing broader
view of work and the
organisation;
maintaining a highperformance level.
Establishing a
stronger self
identity outside of
work; maintainingan acceptable
performance level.
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PersonalChallenges
Establishing agood initial
professional
self-concept.
Producing superiorresult on the job in
order to be
promoted;
balancing the
conflicting
demands of career
and family.
Maintainingmotivation though
possible rewards
have changed; facing
concerns about
ageing and
disappointment over
what one has
accomplished;
maintaining
motivation and
productivity.
Accepting carreraccomplishments;
adjusting self
image.
Psychological
Needs
Support peer
acceptance;
challenging
position.
Achievement
esteem;
autonomy;
competition.
Reduced
competitiveness;
security; helping
younger colleagues.
Detachment from
organisation and
organisational life.
Source: Adapted from William L Cron, Industrial Salesperson Development: A Career Stages
Perspective,Journal of Marketing (Fall 1984) 40; and William L Cron, Alan J Dubinsky, and Ronald E
Michales, The influence of Career Stages on Components of Salesperson Motivation, Journal of
Marketing (January 1988); 79-92
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Importance of Motivation Theories for Sales Forcei . Nature of Job: A sales representatives job is usually tiring with irregular
working hours. They do not often have the authority to do what is necessary
to win an account and they sometimes lose large orders that they have
worked hard to obtain.
i i . Human Nature: Most people operate below capacity in the absence ofspecial incentives, such as financial gain or social recognition.
i i i . Person al Problems: They are occasionally preoccupied with personal
problems, such as sickness in the family, debt, etc.
High productivity in a sales force comes about neither naturally nor accidentally. It
requires motivation.
The problem of motivating sales representatives has been studied by Churchill,
Ford & Walker. They propose the following way.
MOTIVATION EFFORT PERFORMANCE REWARDS SATISFACTION
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Dimensions of Motivation
Motivation has mainly three dimensions
INTENSITY
PERSISTENCE
DIRECTION
1. Intensity: It is the magnitude of mental and physical effort put in by a
salesperson for his or her activity or goal.
2. Persistence: It is the extension of effort over time.
3. Direct ion: It implies that the individual can choose how his or her efforts will
be spent.
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Motivation Can Also be Intrinsic or Extrinsic
Intrinsic motivation means that individuals are motivated internally by a
desire to please themselves or merely by the satisfaction of performing a job.
Extrinsic motivation means that someone else provides the motivation
through methods such as pay, promotion or recognition.
B i f S l M
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Model of the Motivation Process
The motivation process consists of six steps :
1. Recognise need deficiency
2. Search for ways to satisfy needs
3. Establish goal-directed behaviour
4. Performance
5. Provide rewards or punishment
6. Process needs.
B i f S l M t
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The Six Step Motivation Process
Process beginsRecognise need
deficiency
Search for ways tosatisfy needs
Establish goal
directed behaviour
Performance
Provide punishment
or rewards
Needs reassessment
SALESPERSON
B i f S l M tBl k
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Motivation Theories
Motivation theories are approached through two main models
1. Cognitive Approach/Model
2. Non-Cognitive Approach/Model
B i f S l M tBl k
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Cognitive Approach/Model
Models of motivation which focus on internal states and mental processes are
known as cognitive models.
Cognitive Models
Process TheoriesContent Theories
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Content TheoriesThese theories answer the question Whatmotivates people?, To answer such a
question most of the theories under this category focus on human needs and
desires that are internalised and that give impetus to individual behaviour.
Some of the theories which are:
i. March and Simon Model
ii. MaslowsNeed Hierarchy Model
iii. HerzbergsHygiene-Motivation Model
iv. AlderfersERG Model
v. McClelland Three Need Model
vi. McGregorsParticipation Model
vii. Maturity and Immaturity Theory
viii. Theory Z: A Hybrid Model.
B i f S l M tBl k
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Process Theories
These theories answer the question, Howare people motivated?To answer this,
most of the theories under this category focus on the dynamics of major variables
that are interrelated in explaining the direction, degree and persistence of effort in
human behaviour. Some of the theories which are described under this categoryare:
i. VroomsExpectancy Model
ii. Porter and Lawler Expectancy Model
iii. Equity Theory
iv. Self-concept Theory
v. VroomsValence Expectancy Theory
B i f S l M tBl k
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Non-cognitive Approach
This approach concentrates on operating conditions, i.e., Behaviouris a result of
its consequencesand is explained through the Reinforcement Theory.
Reinforcement Theory
This theory is based on the operating conditions that behaviour is a result of its
consequences. It has been developed by well-known psychologist, A F Skinner.
According to him, individuals, having learnt from the past, develop patterns of
behaviour to control future consequences.
Basics of Sales ManagementBl k
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Personal factors
Organisational factors
Environmental factors
Learning from past
experience, reward
punishment, etc,
Conditional predisposition
to act or not to act
Behaviour as a performanceof conditioned learning
The main strategies of this theory are:
Posi t ive Reinforc ement: Entails the use of rewards that stimulate repetitive
behaviour.
Negat ive Reinforc ement: Also known as avoidance learning and implies the use ofunpleasant consequences to condition individuals to avoid undesirable behaviour.
Ext inct ion: This is withdrawal of all forms of reinforcement to remove or extinguish
undesirable behaviour.
Punishment : This tool is used when an unpleasant behaviour needs to be reduced or
eliminated.
Basics of Sales ManagementBl k
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Applications of Various Theories
Using Self-concept in Motivating Salespeople
Using Maslows Theory
Using Herzbergs Two Factor Theory
Using McClelland Theory
Using Expectancy Model
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Other Factors of MotivationJob Related Factors
The Job Itself
Skill variety
Task identity
Task significance Job autonomy
Job feedback
Leadership
Job Organisat ional and Involv ement Comm itment
Job involvement
Organisational commitment
Institutional stars
Corporate citizens
Apathetics
Basics of Sales ManagementBlock:
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Individual Related Factors Career Stages
Exploration
Establishment
Maintenance
Disengagement
Career Plateauin g
Performing deficiencies
Selection and training
Redesigning job to increase intrinsic motivation
Reducing stress and burnout
Increasing growth opportunities
Acceptance of growth opportunities
Basics of Sales ManagementBlock:
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Non-financial Factors and their Impact on Sales ForceMotivation
Meetings between Manager and Sales Force
Clarity of Job
Sales Contests
Sales Conferences and Conventions
Positive Feedback
Reward and Recognition
Persuasion
Observations and Future Directions