Sales Performance Barometer 2012

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Presentation of the sales survey 2012 results. What are the differences between high and low performers? How satisfied are sales people? What would increase their performance? These are some of the questions addressed in this survey.

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Sales Performance Barometer 2012

  1. 1. SALES BAROMETER 2012
  2. 2. SALES BAROMETER 2012The results presented in this presentation BELGIUM 143 ORGANISATIONSare based on a survey of sales people The survey was performed in Belgium and To avoid having one the sales people fromperformed by Sales Cubes, StoreCheck was send out to French and Dutch speaking one organisation dominating the results weMagazine and Kluwer Education. sales people. only allowed a limited set of participants by organisation. In total sales people of about 143 organisations participated in the survey. 2012 ONLINE SURVEY The survey was performed during the first The survey was performed using an online six months of 2012. questionnaire.
  3. 3. SALES BAROMETER 2012WHAT WE MEASURED AND WHY SALES PERFORMANCE MOTIVATIONThe measures are based on a validated What are the differences between the What are the consequences of lowercause and effect model of sales force HIGH and LOW performers? and higher levels of intrinsicperformance. . motivation?2012 SITUATION LOYALTY MAIN FINDINGSWhat is the current state of sales in What are the differences between the What are the main points to take awayBelgium? HIGH and LOW loyal sales people? from this presentation?
  4. 4. SALES BAROMETER 2012DRIVERS AND RELATIONSHIPS
  5. 5. SALES BAROMETER 2012
  6. 6. SALES BAROMETER 2012
  7. 7. SALES BAROMETER 2012Source: OCEAN MODELAlso known as the Big Five personality traitsfrom Costa & McCrae and emerged in 1992.
  8. 8. SALES BAROMETER 2012 CONFRONTATIONALSource: OCEAN MODEL5 main personality factors are:• Agreeableness• Emotional Stability• Conscientiousness• Openness• Extraversion HARD WORKING SOCIAL
  9. 9. SALES BAROMETER 2012Source: OCEAN MODEL Low-Perf High-Perf5 main personality factors are:• Agreeableness• Emotional Stability• Conscientiousness• Openness• Extraversion More extravert
  10. 10. SALES BAROMETER 2012
  11. 11. SALES BAROMETER 2012
  12. 12. SALES BAROMETER 2012WHY 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
  13. 13. SALES BAROMETER 2012
  14. 14. SALES BAROMETER 20125 type of knowledge are measured:• Product Knowledge• Competitor Knowledge• Market Knowledge• Sector Knowledge• Customer Knowledge
  15. 15. SALES BAROMETER 2012 Have overall much more knowledge5 type of knowledge are measured:• Product Knowledge• Competitor Knowledge• Market Knowledge• Sector Knowledge• Customer Knowledge
  16. 16. SALES BAROMETER 2012
  17. 17. SALES BAROMETER 2012How many visits do sales people make on aweekly basis?
  18. 18. SALES BAROMETER 2012What is the ratio of selling versus non-selling time? Selling Time Non Selling Time
  19. 19. SALES BAROMETER 2012How different do high and low performersmanage their time?Low performers spend significantly more time on 4,3 8,4none sales related activities.High performers claim to work 10% more than 1,9 1,6their low performing colleagues. 0,5 1,6 5,2 2,1 8,4 4,0 8,5 5,9 0,8 0,4 Work more 7,0 hours 4,7 8,3 11,1 45 40
  20. 20. SALES BAROMETER 2012Source: Mihaly Csikszentmihalyi“A dynamic state that characterizesconsciousness when experience is attendedto for its own sake.”
  21. 21. SALES BAROMETER 2012How satisfied are you with your salestargets?
  22. 22. SALES BAROMETER 2012 STRETCH TARGTSThe performance standards in your Sales people believe that their manager set targets that are actually not attainable.organisation are: Expectancy theory teaches us that targets that are perceived out of reach will not • Attainable motivate sales people. • Fair • Flexible 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. Attainable THINGS CHANGE Fair Sales people believe that the targets are no flexible enough and do not represent the changes that their sales environment goes through. Flexible 1 3 5 7
  23. 23. SALES BAROMETER 2012
  24. 24. SALES BAROMETER 2012How satisfied are you with your company’sreward system?
  25. 25. SALES BAROMETER 2012In your current company what would makeyou more successful: 52% Greater Marketing Support and Initiatives 41% More Generous Commission Scheme 40% Greater Administrative Support 0% 40% 80%
  26. 26. SALES BAROMETER 2012
  27. 27. SALES BAROMETER 2012How do sales people perceive their managers?- Extent of Supervision, amount of attention 2008 2012- Coaching, quality and quantity- Training, quality and quantity Perception improved
  28. 28. SALES BAROMETER 2012
  29. 29. SALES BAROMETER 2012What elements- Work Overload 2008 2012- Role Conflict- Autonomy- Role Perception Less role conflicts Better role perception
  30. 30. SALES BAROMETER 2012MYTH BUSTEDSales People tend to be confrontational, emotionally stable, hard working, extravert.INTRINSIC MOTIVATIONSales People who are intrinsically motivated in a career in sales are more likely to become high performers.PEOPLE LEAVE MANAGERS NOT COMPANIESInvesting time and resources in training and managing sales people lead to more satisfied sales people, be betterperformance and high employee loyalty.COMPLEX VERSUS SIMPLE SALES ROLESSales people in more complex sales roles such as KAM and Business Development experience more role conflict, workoverload and experience less job satisfaction than their colleagues in simple sales positions.
  31. 31. SALES BAROMETER 2012Bechmarking sectorsComparing the sales results from the FMCGsector with those of the other sector.
  32. 32. SALES BAROMETER 2012 High-Perf Low-Perf More More More Better MoreExtravert Motivated Knowledge MANAGEMENT SATISFIED Attainable TARGETS Clearer ROLES
  33. 33. SALES BAROMETER 2012What would make sales people moresuccessful in their current organisation?
  34. 34. SALES BAROMETER 2012GREATER MARKETING SUPPORT ANDINITIATIVES
  35. 35. SALES BAROMETER 2012PERSONALITYROLE PERCEPTIONKNOWLEDGETIME MANAGEMENT
  36. 36. SALES BAROMETER 2012Bechmarking sectors
  37. 37. SALES BAROMETER 2012
  38. 38. SALES BAROMETER 2012BENCHMARKOne in five sales people is actively looking foranother job.
  39. 39. SALES BAROMETER 2012 Loyal Disloyal More Better SATISFIED MANAGEMENT Attainable TARGETSClearer ROLES Fewer CONFLICTS and OVERLOAD
  40. 40. SALES BAROMETER 2012What are most important things you arelooking for in a new employer?
  41. 41. SALES BAROMETER 2012
  42. 42. SALES BAROMETER 2012
  43. 43. SALES BAROMETER 2012
  44. 44. SALES BAROMETER 2012 CALLING CAREER JOB Higher Better More PERFORMANCE MANAGEMENT SATISFIEDMore EXTRAVERT Clearer Attainable AND OPEN ROLES TARGETS
  45. 45. SALES BAROMETER 2012What is the relationship between loyaltyand mindset?
  46. 46. SALES BAROMETER 2012PERFORMANCELower intrinsic motivation leads to lower sales performance.EMPLOYEE SATISFACTIONSales People who perceive their work as a job are less satisfied with their work and are less committed to the wellbeing of the organisation.LOYALTY1 out of 3 sales people who perceive their work as a job are actively seeking another job.
  47. 47. SALES BAROMETER 2012
  48. 48. SALES BAROMETER 2012 Redefining perception of the type or nature of tasks or relationships involved in one’s job.Sales People change cognitive, tasks and Cognitive crafting consists of altering how employees see their job by changing therelational boundaries to shape interactions way people think about relationships among their tasks, and what their job isand relationships with others in their work relationally.environment. These changes the design andsocial environment of their work and thistheir meaning and work identity. 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 theyll 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. 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.
  49. 49. SALES BAROMETER 2012SELF DETERMINATION INTRINSIC MOTIVATIONthe proper question is not, “The most beautiful fate, the‘How can people motivate most wonderful good fortuneothers?’ but rather, ‘How can that can happen to any humanpeople create the conditions being, is to be paid for doingwithin which others will that which he passionatelymotivate themselves.‘ loves to do.”
  50. 50. SALES BAROMETER 2012WHERE WE ARE & HOW TO CONTACT US. We are in Anselmostraat 53 2018 Antwerp Belgium
  51. 51. SALES BAROMETER 2012FOR YOUR ATTENTION

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