Sales performanceSalesperson Performance: Behavior, Motivation, and Role Perceptions
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Sales performanceSalesperson Performance: Behavior, Motivation, and Role Perceptions
- 1. Salesperson Performance: Behavior, Motivation, and Role Perceptions Presented By: Sahil Gupta(42-MBA-2012) Sahil Sharma(43-MBA-2012) Sahil Sharma(44-MBA-2012) Sapna(46-MBA-2012)
- 2. Learning Objectives • Understand the model of salesperson performance • Identify the various components that make up the model • Discuss the role perception process • Understand why salespeople are susceptible to role issues
- 4. Role Perceptions • Perceived role conflict – arises when role demands of role partners are perceived as incompatible • Perceived role ambiguity – occurs when necessary information to perform role is perceived as not available
- 5. Role Perceptions • Role inaccuracy – degree to which perceptions of demands are not accurate • Importance of role perceptions – Can produce job dissatisfaction – Can affect motivation – In certain situations, can enable salespeople to make beneficial creative decisions
- 7. • Sales aptitude has sometimes been thought to be a function of: – Physical factors – age, attractiveness – Aptitude factors – verbal intelligence, sales expertise – Personality characteristics – empathy, sociability • NO proof these, alone, affect sales performance Are Good Salespeople Born or Made?
- 8. • Optimism • Resilience • Self-motivations • Personality • Empathy Personal Traits that Lead to Sales Success
- 10. Sales Skill Levels • An individual’s learned proficiency at performing necessary tasks, including: – Interpersonal skills – Leadership – Technical knowledge – Presentation skills
- 11. Sales Skill Levels - Example Here are essential skills Sun Microsystems looks for in a Senior Salesperson: • Able to identify sales opportunities • Apply knowledge of customers’ business • Establish a value proposition that results in sales • Have at least 7 years of proven sales to commercial end user customers • Demonstrate an understanding of the technical and business challenge faced by the market.
- 12. Sales Skill Levels - Example • Demonstrate a proven ability to develop and deliver solutions • Be a team player • Meet commitments on time • Creative with sales approach Here are essential skills Sun Microsystems looks for in a Senior Salesperson:
- 15. • Sportsmanship • Civic virtue • Conscientiousness • Altruism Organizational Citizenship Behaviors
- 17. Rewards • Extrinsic rewards – controlled and bestowed by people other than the salesperson – Pay – Financial incentives – Security – Recognition – Promotion
- 18. Rewards • Intrinsic rewards – things that salespeople primarily attain for themselves – Feelings of accomplishment – Personal growth – Self-worth
- 19. Rewards - Example • Sharper Image encourages other companies to use its products as incentives and rewards Reward Cards: Ideal for one-time awards or ongoing programs, our Sharper Image Reward Card offers great flexibility. Merchandise Certificates: Sharper Image certificates can be personalized and carry a custom message. Product Programs: Our products can be purchased in bulk at special corporate prices. We also do individual fulfillment.
- 21. Satisfaction • Job satisfaction – all the characteristics of the job that salespeople find rewarding, fulfilling, and satisfying • Extrinsic satisfaction – based on extrinsic rewards • Intrinsic satisfaction – based on intrinsic rewards
- 23. Defining a Salesperson’s Role Stage 1 Role Partners Communicate Expectations Stage 1 Role Partners Communicate Expectations Stage 2 Salespeople Develop Perceptions Stage 2 Salespeople Develop Perceptions Stage 3 Salespeople Convert Perceptions to Behaviors Stage 3 Salespeople Convert Perceptions to Behaviors
- 24. • Boundary position • The “remote” sales force • Interaction with many people • Selling in a team • Innovative role Factors Affecting the Salesperson’s Role
- 26. • Role Perceptions – Role conflict management – Role ambiguity management • Motivation – Motivation and managerial leadership – Incentive and compensation policies How Managers Influence Performance?
- 27. THANK YOU…