Sales Force Needs and Ways to Fill Them Sales Force Needs Company Actions to Fill Needs Status Change title from “salesperson” to “area manager.” Buy salespeople more luxurious cars to drive. Control Allow salespeople to help plan sales quotas and sequences of calls. Respect Invite salespeople to gatherings of top executives. Put pictures of top salespeople in company ads and newsletters. Assign each salesperson a core of Routine loyal customers that are called on regularly.
Sales Force Needs and Ways to Fill Them Sales Force Needs Company Actions to Fill Needs Accomplishment Set reasonable goals for the number of calls and sales. Stimulation Run short-term sales contests. Schedule sales meetings in exotic locations. Honesty Deliver promptly all rewards and benefits promised .
MASLOW’S HIERARCHY OF NEEDS Self-Actualization Self-Esteem Love-Belonging Safety-Security Physiological Intense job challenge, full potential, full expression, creative expansion. Achievement, respect, recognition, responsi- bility, prestige, independence, attention, importance, appreciation. Belonging, acceptance, love, affection, family and group acceptance, friendships. Security, stability, dependency, protection, need for structure, order, law, tenure, pension, insurance. Hunger, thirst, reproduction, shelter, clothing, air, rest. Motivation and Personality , Abraham Maslow, 1970
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 Job security
847 Being trusted to do my job the way I think it should be done.
333 Participating in work group conversations.
311 Having adequate shelter to protect from the elements.
836 Having a job which allows me time with my family.
151 Having an opportunity for personal growth.
937 Socializing with my friends.
743 Being considered for an advancement opportunity.
431 Working with other people.
AN EXERCISE TO DETERMINE YOUR MOTIVATIONAL NEEDS
Select the ten most important statements. (Cont’d.)
819 Having children.
458 Doing something meaningful with my life.
757 Being in a position to contribute new ideas.
828 Having an associate that looks out for my interests.
735 Including other people in what I do.
949 Being selected for an exclusive award.
234 Being involved with work associates in social and recreational activities.
616 Being sexually satisfied.
146 Having a responsible person tell me when I’ve done a good job.
539 Having an active part in work related social activities.
341 Knowing that other people respect me and my work.
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-Physiological, 2-Safety-Security, 3-Love-Belonging,
Self-actualization in service to society Safety Physiological Affiliation (belonging) Chinese Culture Hierarchy of Needs
What Makes Great Salespeople? The Competitor This person not only wants to win, but derives satisfaction from beating specific rivals -- another company or even colleagues. They tend to verbalize what they are going to do, and then do it. The Ego-driven They are not interested in beating specific opponents, they just want to win. They like to be considered experts, but are prone to feeling slighted, change jobs frequently, and often take things too personally.
What Makes Great Salespeople? The Achiever This type of person is almost completely self-motivated. They usually set high goals and as soon as they hit one goal, they move the bar higher. They like accomplishment, regardless of who receives the credit. The Service-oriented Their strengths lie in building and cultivating relationships. Winning is not everything to this person, but they do respond to feelings of gratitude and friendship from other people.
What can be done to address the concerns of management at each stage?
How can sales managers address the management concerns at each stage?
Career Stage Characteristics Exploration Establishment Maintenance Disengagement Career Concerns Finding an Successfully Holding on to Completing appropriate establishing what has been one’s occupational a career in a achieved; career. field. certain reassessing career , occupation. with possible redirection. Motivational Learning the Using skills to Developing Establishing a Job Related skills required produce results. broader view of stronger self- to do Adjusting to work and identity the job well. working with organization. outside Becoming a greater Maintaining a high of work. contributing autonomy. performance Maintaining an member of level. acceptable an organization. performance level. Career Stages
Career Stage Characteristics Exploration Establishment Maintenance Disengagement Personal Establishing a Producing superior Maintaining Acceptance of Challenges good initial results on the motivation, career professional job in order to though accom- self-concept. be promoted. possible rewards plishments. have changed. Facing concerns about aging. Psychological Support Achievement Reduced Detachment Needs Peer Acceptance Esteem competitiveness from the Challenging Autonomy Security organization position Competition Helping younger and organi- colleagues zational ife. Career Stages