Sales Performance Barometer 2012

SALES BAROMETER 2012

The results presented in this presentation

are based on a survey of sales people

performed by Sales Cubes, StoreCheck

Magazine and Kluwer Education.

2012

The survey was performed during the first

six months of 2012.

143 ORGANISATIONS

To avoid having one the sales people from

one organisation dominating the results we

only allowed a limited set of participants by

organisation. In total sales people of about

143 organisations participated in the survey.

ONLINE SURVEY

The survey was performed using an online

questionnaire.


BELGIUM

The survey was performed in Belgium and

was send out to French and Dutch speaking

sales people.


WHAT WE MEASURED AND WHY

The measures are based on a validated

cause and effect model of sales force

performance.

MAIN FINDINGS

What are the main points to take away

from this presentation?

2012 SITUATION

What is the current state of sales in

Belgium?

SALES PERFORMANCE

What are the differences between the

HIGH and LOW performers?

.

LOYALTY

What are the differences between the

HIGH and LOW loyal sales people?

MOTIVATION

What are the consequences of lower

and higher levels of intrinsic

motivation?

DRIVERS AND RELATIONSHIPS




Source: OCEAN MODEL

Also known as the Big Five personality traits

from Costa & McCrae and emerged in 1992.


Source: OCEAN MODEL

5 main personality factors are:

• Agreeableness

• Emotional Stability

• Conscientiousness

• Openness

• Extraversion

CONFRONTATIONAL

HARD WORKING

SOCIAL


Source: OCEAN MODEL

5 main personality factors are:

• Agreeableness

• Emotional Stability

• Conscientiousness

• Openness

• Extraversion

Low-Perf High-Perf


More

extravert



WHY ARE SALES PEOPLE WORKING IN SALES?

How do sales people see their sales role:

- a JOB to earn a living

- a CAREER decision

- a CALLING



5 type of knowledge are measured:

• Product Knowledge

• Competitor Knowledge

• Market Knowledge

• Sector Knowledge

• Customer Knowledge


5 type of knowledge are measured:

• Product Knowledge

• Competitor Knowledge

• Market Knowledge

• Sector Knowledge

• Customer Knowledge


Have overall

much more

knowledge


How many visits do sales people make on a weekly basis?


What is the ratio of selling versus non-selling time?


Selling Time Non Selling Time

How different do high and low performers manage their time?

Low performers spend significantly more time on

none sales related activities.

High performers claim to work 10% more than

their low performing colleagues.

4,3 8,4

1,9 1,6

0,5 1,6

5,2 2,1

8,4 4,0

8,5 5,9

0,8 0,4

7,0 4,7

8,3 11,1

45 40


Work more

hours

Source: Mihaly Csikszentmihalyi

“A dynamic state that characterizes

consciousness when experience is attended

to for its own sake.”


How satisfied are you with your sales targets?



1 3 5 7

Flexible

Fair

Attainable

The performance standards in your organisation are:

• Attainable • Fair • Flexible

STRETCH TARGTS

Sales people believe that their manager set targets that are actually not attainable. Expectancy theory teaches us that targets that are perceived out of reach will not motivate sales people.

SAME FOR EVERYONE

Sales people believe that the targets are not fairly attributed among the sales people. Workload and potential needs to be taken into account. Equity theory teaches us that sales people want to be treated fairly and will compare targets, efforts and results with their peers.

THINGS CHANGE

Sales people believe that the targets are no flexible enough and do not represent the changes that their sales environment goes through.


How satisfied are you with your company’s reward system?


In your current company what would make you more successful:


40%

41%

52%

0% 40% 80%

Greater AdministrativeSupport

More GenerousCommission Scheme

Greater Marketing Supportand Initiatives


2008 2012How do sales people perceive their managers?

- Extent of Supervision, amount of attention

- Coaching, quality and quantity

- Training, quality and quantity


Perception

improved


2008 2012What elements

- Work Overload

- Role Conflict

- Autonomy

- Role Perception


Less role

conflicts

Better role

perception

MYTH BUSTED

Sales People tend to be confrontational, emotionally stable, hard working, extravert.

INTRINSIC MOTIVATION

Sales People who are intrinsically motivated in a career in sales are more likely to become high performers.

PEOPLE LEAVE MANAGERS NOT COMPANIES

Investing time and resources in training and managing sales people lead to more satisfied sales people, be better performance and high employee loyalty.

COMPLEX VERSUS SIMPLE SALES ROLES

Sales people in more complex sales roles such as KAM and Business Development experience more role conflict, work overload and experience less job satisfaction than their colleagues in simple sales positions.


Bechmarking sectors

Comparing the sales results from the FMCG

sector with those of the other sector.


High-Perf Low-Perf

Clearer

ROLES

Attainable

TARGETS

Better

MANAGEMENT

More

Extravert


More

Motivated

More

Knowledge

More

SATISFIED

What would make sales people more

successful in their current organisation?


GREATER MARKETING SUPPORT AND INITIATIVES


PERSONALITY

ROLE PERCEPTION

KNOWLEDGE


TIME MANAGEMENT

Bechmarking sectors



BENCHMARK

One in five sales people is actively looking for

another job.


Loyal Disloyal

Clearer

ROLES

Attainable

TARGETS

Better

MANAGEMENT


More

SATISFIED

Fewer

CONFLICTS and

OVERLOAD

What are most important things you are

looking for in a new employer?





CALLING CAREER JOB

Clearer

ROLES

Attainable

TARGETS

Better

MANAGEMENT


More

SATISFIED

Higher

PERFORMANCE

More EXTRAVERT

AND OPEN

What is the relationship between loyalty and mindset?


PERFORMANCE

Lower intrinsic motivation leads to lower sales performance.

EMPLOYEE SATISFACTION

Sales People who perceive their work as a job are less satisfied with their work and are less committed to the well being of the organisation.

LOYALTY

1 out of 3 sales people who perceive their work as a job are actively seeking another job.




Redefining perception of the type or nature of tasks or relationships involved in one’s job.

Cognitive crafting consists of altering how employees see their job by changing the way people think about relationships among their tasks, and what their job is relationally.

Altering the scope or nature of tasks or creating new tasks.

While organizations give people job responsibilities that define what it is they should be doing, sometimes people decide that they'll instead define some of these responsibilities for themselves.

Altering the extent or nature of relationships or creating new relationships.

People often decide how frequently they interact with others on the job, who they talk with in order to execute their work, or who they define as being involved in their job.

Sales People change cognitive, tasks and

relational boundaries to shape interactions

and relationships with others in their work

environment. These changes the design and

social environment of their work and this

their meaning and work identity.

Changing the context or environment in which tasks are performed.

The place and time when tasks are performed does influence ones relationship with the task itself.

SELF DETERMINATION

the proper question is not, ‘How can people motivate others?’ but rather, ‘How can people create the conditions within which others will motivate themselves.‘

INTRINSIC MOTIVATION

“The most beautiful fate, the most wonderful good fortune that can happen to any human being, is to be paid for doing that which he passionately loves to do.”


WHERE WE ARE & HOW TO CONTACT US.

We are in Anselmostraat 53 2018 Antwerp

Belgium


FOR YOUR ATTENTION


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Sales Performance Barometer 2012

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