The document discusses various aspects of sales force management including:
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- Selecting salespeople involves screening interviews, testing, evaluating success on the job, and modifying selection criteria.
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To understand evolution, nature and importance of sales management
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To understand types of sales managers
To learn objectives, strategies and tactics of sales management
To know emerging trends in sales management
To understand linkage between sales and distribution management.
Evaluation and Control of Sales Performance
Sales Performance
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Sales Performance Evaluation Criteria
Sales Performance Review
Sales Management Audit
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Channel flows, sales territories, role of logistics
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To understand evolution, nature and importance of sales management
To know role and skills of modern sales managers
To understand types of sales managers
To learn objectives, strategies and tactics of sales management
To know emerging trends in sales management
To understand linkage between sales and distribution management.
Evaluation and Control of Sales Performance
Sales Performance
Methods of Supervision and Control of Sales force
Sales Performance Evaluation Criteria
Sales Performance Review
Sales Management Audit
B. Measuring Distribution Channel Performance
Evaluating Channels
Control of Channel
C. Ethics in Sales Management
D. New Trends in Sales and Distribution Management
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Sales force management
1. SALES FORCESALES FORCE
MANAGEMENTMANAGEMENT
Mr. Amit GargMr. Amit Garg
Assistant Professor,Assistant Professor,
Deptt. of Management Studies,Deptt. of Management Studies,
Malout Institute of Management & InformationMalout Institute of Management & Information
Technology, Malout - 152107Technology, Malout - 152107
2. Compensation
(trainee average) $35,500
Benefits (approx.21.5% of
compensation) 7,600
Field Expense 16,000
Direct Expense $59,100
Training Costs 7,100
Total Costs $66,200
Source: Dartnell’s 30th
Sales Force Compensation Survey (2005).
First Year Cost of a Salesperson in theFirst Year Cost of a Salesperson in the
U.S.U.S.
3. Recruiting and selecting sales personnelRecruiting and selecting sales personnel
Planning CyclePlanning Cycle
Job AnalysisJob Analysis
Job DescriptionJob Description
Job QualificationsJob Qualifications
Research:Research:
““Sales - ability to get other people to act”Sales - ability to get other people to act”
““Balanced life-styles” are most successfulBalanced life-styles” are most successful
Buyers perspectiveBuyers perspective
Sales vs. Technical skillsSales vs. Technical skills
Personality FactorsPersonality Factors
4. Job description componentsJob description components
Selling Requirements:Selling Requirements:
New account vs. establishedNew account vs. established
accountaccount
Selling through distributorsSelling through distributors
Entertaining customersEntertaining customers
Level of buying authorityLevel of buying authority
Physical activity requiredPhysical activity required
Weekends away from homeWeekends away from home
RelocationRelocation
Non-selling Tasks:Non-selling Tasks:
Reports to managementReports to management
Customer service and trainingCustomer service and training
Sales promotionSales promotion
5. Degree of Responsibility and Authority:Degree of Responsibility and Authority:
Negotiations of pricingNegotiations of pricing
Entertaining customersEntertaining customers
Career Paths:Career Paths:
Compensation planCompensation plan
Promotion timingPromotion timing
Performance Expectations:Performance Expectations:
Travel and entertainmentTravel and entertainment
Earnings potentialEarnings potential
Promotion leadersPromotion leaders
MinimumMinimum sales volume or profitssales volume or profits
6. Performance Expectations:Performance Expectations:
Activity level requirementsActivity level requirements
Written proposalsWritten proposals
Individual vs. team sellingIndividual vs. team selling
One time vs. systems sellingOne time vs. systems selling
Type of prospects and customersType of prospects and customers
One-on-one selling vs. groupsOne-on-one selling vs. groups
Travel -- how much and what kindTravel -- how much and what kind
Program or concept sellingProgram or concept selling
Technical knowledgeTechnical knowledge
Educational seminarsEducational seminars
Collecting receivablesCollecting receivables
Marketing plansMarketing plans
7. Recruiting SourcesRecruiting Sources
Classified AdsClassified Ads
Reaches wide audienceReaches wide audience
Used if high turnoverUsed if high turnover
Tend to over-produce under-qualified candidatesTend to over-produce under-qualified candidates
Present EmployeesPresent Employees
Familiar w/ company products & proceduresFamiliar w/ company products & procedures
Established job historiesEstablished job histories
Sales as a promotionSales as a promotion
Over-rely on previous experienceOver-rely on previous experience
8. Internet Resume SitesInternet Resume Sites
Reaches wide audienceReaches wide audience
Will continue to grow in importance because ofWill continue to grow in importance because of
screening options and ease of accessscreening options and ease of access
Referrals/NetworkingReferrals/Networking
Company executives understand needs, culture andCompany executives understand needs, culture and
potential fit for sales responsibilitiespotential fit for sales responsibilities
9. Employment AgenciesEmployment Agencies
best if company paysbest if company pays
Schools & CollegesSchools & Colleges
Poised & easily trainedPoised & easily trained
Lack experience & become boredLack experience & become bored
Customers, Suppliers & CompetitionCustomers, Suppliers & Competition
Good if need w/out much trainingGood if need w/out much training
Legal & ethical issuesLegal & ethical issues
Common: insurance, stock broker, office equipment,Common: insurance, stock broker, office equipment,
clothingclothing
10. A Model for Selecting SalespeopleA Model for Selecting Salespeople
Direct recruit to control
location or phone number
Direct recruit to control
location or phone number
Complete application
blanks
Complete application
blanks
Conduct screening
interviews
Conduct screening
interviews
Check credit and
background
Check credit and
background
Complete psychological
and achievement tests
Complete psychological
and achievement tests
Secondary interviewsSecondary interviews
Make offer for sales
position
Make offer for sales
position
Physical examPhysical exam
Measure subsequent
success on the job
Measure subsequent
success on the job
Hiring
criteria
for
sales
jobs
used
to
guide
selection
process
Hiring
criteria
for
sales
jobs
used
to
guide
selection
process
Modify hiring
criteria, tests or
interviewprocedures
Modify hiring
criteria, tests or
interviewprocedures RejectReject
11. Selecting SalespeopleSelecting Salespeople
Typical Interview QuestionsTypical Interview Questions
• What is interviewer trying to determine?What is interviewer trying to determine?
What was the most monotonous job you ever had to do?What was the most monotonous job you ever had to do?
What are your values & general orientation in life?What are your values & general orientation in life?
How creative were you in eliminating boredom?How creative were you in eliminating boredom?
In thinking about people you like, what is it you most likeIn thinking about people you like, what is it you most like
about them?about them?
Reflects what person is and desires to becomeReflects what person is and desires to become
12. Up to this point in your life, what do you consider to beUp to this point in your life, what do you consider to be
your biggest disappointment?your biggest disappointment?
Have you done anything? -- more active = moreHave you done anything? -- more active = more
disappointmentsdisappointments
How willing are you to relocate? To what extent are youHow willing are you to relocate? To what extent are you
willing to travel?willing to travel?
Motivation in wanting job -- involves travelMotivation in wanting job -- involves travel
13. How do you feel about the way your previous employerHow do you feel about the way your previous employer
treated you?treated you?
How you react to supervision & organizational culturesHow you react to supervision & organizational cultures
What are your long-term financial objectives and how doWhat are your long-term financial objectives and how do
you intend to achieve them?you intend to achieve them?
Are you realistic & mature?Are you realistic & mature?
Will this company enable you to achieve these goals?Will this company enable you to achieve these goals?
14. What was the most difficult decision you ever had toWhat was the most difficult decision you ever had to
make as a leader?make as a leader?
Were the leadership positions in your resumeWere the leadership positions in your resume
demanding or ceremonial in nature?demanding or ceremonial in nature?
What is your leadership style & philosophy?What is your leadership style & philosophy?
Why should we hire you?Why should we hire you?
How badly do you want the job?How badly do you want the job?
What do you think of yourself?What do you think of yourself?
Do you believe in yourself?Do you believe in yourself?
15. Sell me this pen.Sell me this pen.
Do you really know how to make a sales presentation?Do you really know how to make a sales presentation?
Did you mention the main product benefits?Did you mention the main product benefits?
Did you ask for the order?Did you ask for the order?
16. Common interviewer mistakesCommon interviewer mistakes
Failure to establish rapportFailure to establish rapport
Lack of planLack of plan
Insufficient timeInsufficient time
Not listeningNot listening
Personal biasPersonal bias
QuestionsQuestions
First impressionsFirst impressions
17. Asking the right questionsAsking the right questions
May I look at your resume?May I look at your resume?
Where will I get my leads?Where will I get my leads?
May I review your sales literature?May I review your sales literature?
When are your slow times?When are your slow times?
May I go with you on a sales call?May I go with you on a sales call?
May I visit your marketing department?May I visit your marketing department?
18. Background and Credit CheckBackground and Credit Check
Previous Employer Reference CheckPrevious Employer Reference Check
Dates of Employment?Dates of Employment?
What was the Job?What was the Job?
What type of selling was involved?What type of selling was involved?
How did the applicant get along with his/herHow did the applicant get along with his/her
manager? Customers? Fellow salespeople?manager? Customers? Fellow salespeople?
How did his/her job performance compare others?How did his/her job performance compare others?
Applicants strongest points? Weaknesses we shouldApplicants strongest points? Weaknesses we should
help him/her overcome?help him/her overcome?
Why did s/he leave your company?Why did s/he leave your company?
Would you rehire the applicant? Why?Would you rehire the applicant? Why?
19. What’s in a Signature?What’s in a Signature?
Signature
Small letters such as “a,”
“e,” and “o” are more than 1/4 inch
in height and farther to the right
side of the page.
Small signatures, less than
1/8 inch tall with an upright
slant and placed towards the
left hand of the page.
Medium-sized signatures
(about 1/4 inch).
Interpretation
These people tend to be enterprising
and are usually risk takers, take
charge leaders, and pacesetters.
They are your typical salesperson.
These people tend to be objective
observers.They keep cool, don’t get
excited under pressure, and in
general make good listeners and
negotiators. They might be better
for high-level sales to established
clients.
These people are your team players.
Interaction is their byword and they
tend to play strictly by the rules.
They take calculated risks, with
emphasis on the calculations. Not
generally sales types.
20. Training sales forceTraining sales force
Training SalespeopleTraining Salespeople
Training period can be anywhere from a few weeks toTraining period can be anywhere from a few weeks to
a year or morea year or more
Training is expensive, but yields strong returnsTraining is expensive, but yields strong returns
Many companies are adding Web-based salesMany companies are adding Web-based sales
training programstraining programs
Training programs have many goalsTraining programs have many goals
Identify with the company and its productsIdentify with the company and its products
Know about customers and competitorsKnow about customers and competitors
The basics of the selling processThe basics of the selling process
21. Training sales forceTraining sales force
Always learn about your customers, no matter what yourAlways learn about your customers, no matter what your
job is.job is.
Customer RequirementsCustomer Requirements
Components of a Successful Sales Strategy:Components of a Successful Sales Strategy:
Are you determined to be a winner?Are you determined to be a winner?
Have you asked yourself, “what do I want from my lifeHave you asked yourself, “what do I want from my life
and work?”and work?”
Do you have, “if I think I can, then I can” approach?Do you have, “if I think I can, then I can” approach?
22. Planning for SuccessPlanning for Success
A thorough product knowledgeA thorough product knowledge
Knowing your enemy very wellKnowing your enemy very well
Pre-decided number of sales calls everydayPre-decided number of sales calls everyday
23. Having the right mind-set/right attitudeHaving the right mind-set/right attitude
Your appearance/Dress up for success means yourYour appearance/Dress up for success means your
confidenceconfidence
• Well shaved face—must have a fresh lookWell shaved face—must have a fresh look
• Shirt and Trousers—must be well ironedShirt and Trousers—must be well ironed
• Shoes—must be well shinedShoes—must be well shined
• Waist Belt and Shoes—must have the same colourWaist Belt and Shoes—must have the same colour
• Wear fragrance/No foul odorWear fragrance/No foul odor
24. Opening the Call ProperlyOpening the Call Properly
Salesperson must carry a pleasant lookSalesperson must carry a pleasant look
Seek permission to enterSeek permission to enter
Exchange greetingsExchange greetings
Tell your name, organization, and purpose of visitTell your name, organization, and purpose of visit
Explain your product/serviceExplain your product/service
25. Your TimingYour Timing
Never push to talk to a busy customerNever push to talk to a busy customer
Ask the prospective for the best time to meetAsk the prospective for the best time to meet
Give the people gift of THEIR time—try to consume asGive the people gift of THEIR time—try to consume as
little time as possiblelittle time as possible
26. Using the Right Sales PitchUsing the Right Sales Pitch
Have more than one coloured balls in your bag of tricksHave more than one coloured balls in your bag of tricks
Every situation boils down to a personal situationEvery situation boils down to a personal situation
Talk should reflect confidence and careTalk should reflect confidence and care
Listening more and talking lessListening more and talking less
• Get customer’s feedbackGet customer’s feedback
• Try to catch more on how (the way) something isTry to catch more on how (the way) something is
said rather than what is being saidsaid rather than what is being said
• Never belittle/demean competition’s productNever belittle/demean competition’s product
27. Observe Client’s Nature to Adjust Your SalesObserve Client’s Nature to Adjust Your Sales
PitchPitch
ComplaintfulComplaintful
DemandingDemanding
Soft spokenSoft spoken
ArgumentativeArgumentative
Half-convincedHalf-convinced
28. Having a Compassionate AttitudeHaving a Compassionate Attitude
Please tell me because I want to help youPlease tell me because I want to help you
Tender loving careTender loving care
EmpathyEmpathy
Please DON’T show SympathyPlease DON’T show Sympathy
29. Closing the Sales CallClosing the Sales Call
Don’t try to extend the sales callDon’t try to extend the sales call
Don’t push unnecessarilyDon’t push unnecessarily
Whether the answer is YES or NO don’t let yourWhether the answer is YES or NO don’t let your
politeness gopoliteness go
Ask, giving a reasonable time frame, for meeting theAsk, giving a reasonable time frame, for meeting the
prospective againprospective again
Time frame may vary between a week to six monthsTime frame may vary between a week to six months
depending upon client’s responsedepending upon client’s response
30. Getting ReferralsGetting Referrals
Ask for friends who might be interestedAsk for friends who might be interested
Specifically ask if the customer’s reference could beSpecifically ask if the customer’s reference could be
given or notgiven or not
Be honest and never give a reference once told not to doBe honest and never give a reference once told not to do
itit
Ask for major buyersAsk for major buyers
Ask for major suppliersAsk for major suppliers
Ask for related industry/profession’s well-to-doAsk for related industry/profession’s well-to-do peoplepeople
31. Handling Difficult CustomersHandling Difficult Customers
Listening more is the keyListening more is the key
Talking less is the keyTalking less is the key
Don’t communicate anything that you are not sure ofDon’t communicate anything that you are not sure of
When in doubt in front of them seek time or simply sayWhen in doubt in front of them seek time or simply say
than to give wrong informationthan to give wrong information
Showing patience normally gets you good resultsShowing patience normally gets you good results
32. Motivating Sales PersonnelMotivating Sales Personnel
Financial compensationFinancial compensation
Creating a culture of trustCreating a culture of trust
Maslow’s need hierarchyMaslow’s need hierarchy
Sense of BelongingSense of Belonging
Fulfillment of PotentialFulfillment of Potential
Assign roles according to aptitudeAssign roles according to aptitude
Sales TrainingSales Training
Proper CommunicationProper Communication
Offer a base salaryOffer a base salary
33. Written communicationWritten communication
Set achievable goals with competitive benefitsSet achievable goals with competitive benefits
Provide positive feedbackProvide positive feedback
Open-door policyOpen-door policy
Effective leadershipEffective leadership
34. Compensating Sales PersonnelCompensating Sales Personnel
Compensating SalespeopleCompensating Salespeople
Compensation elements: salary, bonuses,Compensation elements: salary, bonuses,
commissions, expenses, and fringe benefitscommissions, expenses, and fringe benefits
Basic compensation plans:Basic compensation plans:
Straight salaryStraight salary
Straight commissionStraight commission
Salary plus bonusSalary plus bonus
Salary plus commissionSalary plus commission
Compensation plans should direct the sales forceCompensation plans should direct the sales force
toward activities that are consistent with overalltoward activities that are consistent with overall
marketing objectives.marketing objectives.
35. Compensating Sales PersonnelCompensating Sales Personnel
Compensation in the global market is an extremelyCompensation in the global market is an extremely
important managerial areaimportant managerial area
This is because the compensation plan:This is because the compensation plan:
Helps attract potential salespersonsHelps attract potential salespersons
Impacts a salesperson’s motivationImpacts a salesperson’s motivation
Is a determinant of status and valueIs a determinant of status and value
Determines lifestyle and purchasing powerDetermines lifestyle and purchasing power
36. Compensation package is complex and affected byCompensation package is complex and affected by
multiple forces:multiple forces:
A balance between company policies and country-A balance between company policies and country-
specific elementsspecific elements
Total compensation package includes financialTotal compensation package includes financial
Salary, commission, bonus, stock options, benefitsSalary, commission, bonus, stock options, benefits
and non-financial incentivesand non-financial incentives
Awards, recognition, vacation, and promotionAwards, recognition, vacation, and promotion
37. Hard to compare compensation plans because of theirHard to compare compensation plans because of their
differencesdifferences
Lower salary, but higher deferred componentsLower salary, but higher deferred components
Cannot simply transfer a compensation plan from oneCannot simply transfer a compensation plan from one
culture to anotherculture to another
What works in one culture will not work in another!What works in one culture will not work in another!
Compensation should motivate sales force toCompensation should motivate sales force to
accomplish goals set by managementaccomplish goals set by management
Compensation may be changed to meet firm goalsCompensation may be changed to meet firm goals
38. Three Types of Compensation PlansThree Types of Compensation Plans
Straight SalaryStraight Salary
Straight CommissionStraight Commission
Combination PlanCombination Plan
39. Straight SalaryStraight Salary
Salesperson paid a set amount of money based uponSalesperson paid a set amount of money based upon
hours or days workedhours or days worked
Often adopted when salesperson must devoteOften adopted when salesperson must devote
significant amounts of time to other dutiessignificant amounts of time to other duties
Market research, customer service, administrationMarket research, customer service, administration
Simple to administer by sales managerSimple to administer by sales manager
But, no direct link between performance and reward!But, no direct link between performance and reward!
More commonly used in Europe and may beMore commonly used in Europe and may be
difficult to change by global sales managersdifficult to change by global sales managers
40. Straight CommissionStraight Commission
Adopted by performance-oriented firms that payAdopted by performance-oriented firms that pay
salesperson for their achievementssalesperson for their achievements
Each person is paid a percentage of their total salesEach person is paid a percentage of their total sales
Easy to evaluate performanceEasy to evaluate performance
Plans encompass an element of insecurityPlans encompass an element of insecurity
Not believed acceptable in some cultures, like EUNot believed acceptable in some cultures, like EU
Some evidence of acceptance in JapanSome evidence of acceptance in Japan
Can lead salesperson to shirk duties or pressureCan lead salesperson to shirk duties or pressure
customers to buycustomers to buy
41. Combination Pay PlanCombination Pay Plan
The combination plan is the most popularThe combination plan is the most popular
Employed by more than 80% of US firmsEmployed by more than 80% of US firms
May appear in many forms:May appear in many forms:
Salary, commission, individual and group bonusesSalary, commission, individual and group bonuses
Basic security bestowed by set salaryBasic security bestowed by set salary
Motivation introduced by commission/bonusMotivation introduced by commission/bonus
Combination plans more time consuming for salesCombination plans more time consuming for sales
managers to overseemanagers to oversee
42. Ethical Compensation IssuesEthical Compensation Issues
Major dilemma – hire the best salesperson for the lowestMajor dilemma – hire the best salesperson for the lowest
possible salary. Other dilemmas include:possible salary. Other dilemmas include:
Pay at, below or above market salaries?Pay at, below or above market salaries?
Setting a cap on total pay?Setting a cap on total pay?
Assigning lucrative sales territories?Assigning lucrative sales territories?
Team vs. individual incentives?Team vs. individual incentives?
Frequency of paying commission?Frequency of paying commission?
Pay discrimination?Pay discrimination?
43. Sales ContestsSales Contests
Sales contests are short-term incentive programsSales contests are short-term incentive programs
implemented to motivate salespersons to achieveimplemented to motivate salespersons to achieve
specific goals or activitiesspecific goals or activities
For sales contests to be successful:For sales contests to be successful:
Objectives must be specific and clearly definedObjectives must be specific and clearly defined
Contest theme must be exciting and clearlyContest theme must be exciting and clearly
communicatedcommunicated
Each salespersons must believe they can winEach salespersons must believe they can win
Awards must be attractive to participantsAwards must be attractive to participants
Contest must be promoted and managed properlyContest must be promoted and managed properly
44. Sales Contest ElementsSales Contest Elements
Contest ObjectivesContest Objectives
To increase total and product sales most commonTo increase total and product sales most common
Sales force must be given sufficient timeSales force must be given sufficient time
All contest information and rules must be clearAll contest information and rules must be clear
ThemeTheme
Contests receive a theme to create excitementContests receive a theme to create excitement
Chance of winningChance of winning
Compete against self, others, or as a team?Compete against self, others, or as a team?
In U.S. salesperson has about a 40% chance ofIn U.S. salesperson has about a 40% chance of
winningwinning
45. Types of RewardsTypes of Rewards
Sales contests can offer many types of reward in theSales contests can offer many types of reward in the
form of:form of:
Cash, prizes, or travelCash, prizes, or travel
Perceived value very important as it must be ofPerceived value very important as it must be of
sufficient value to motivate additional effortsufficient value to motivate additional effort
Promotion of contest importantPromotion of contest important
Launched as a special event with handoutsLaunched as a special event with handouts
Large scorecards to communicate progressLarge scorecards to communicate progress
Newsletter articles or interim prizes can keepNewsletter articles or interim prizes can keep
motivation upmotivation up
46. Sales Contest ConcernsSales Contest Concerns
A number of concerns have been raised about salesA number of concerns have been raised about sales
contestscontests
When not properly designed contests take a lot ofWhen not properly designed contests take a lot of
managerial time to administermanagerial time to administer
Improper contests can actually de-motivateImproper contests can actually de-motivate
Do sales contests generate additional sales?Do sales contests generate additional sales?
Should sales force be paid twice for doing job?Should sales force be paid twice for doing job?
If contests are for short-term, then why have a “never-If contests are for short-term, then why have a “never-
ending” sales contest?ending” sales contest?
47. Managing expenses of sales personnelManaging expenses of sales personnel
Non-Financial Incentives:Non-Financial Incentives:
Human needs require approaches other thanHuman needs require approaches other than
compensation to remain satisfiedcompensation to remain satisfied
Ability to growAbility to grow
Recognition programsRecognition programs
Salesperson of the year, President’s ClubSalesperson of the year, President’s Club
Opportunity to travelOpportunity to travel
Educational assistanceEducational assistance
48. Sales Expense Plans:Sales Expense Plans:
Linked to salary in some waysLinked to salary in some ways
Globally, firm may pay salesperson’s expenses to liveGlobally, firm may pay salesperson’s expenses to live
overseas that include familyoverseas that include family
Expatriate expenses are significantExpatriate expenses are significant
Expense plans includeExpense plans include
UnlimitedUnlimited
Per diemPer diem
Limited expense planLimited expense plan
49. Unlimited Expense Plan:Unlimited Expense Plan:
All legitimate expenses are reimbursedAll legitimate expenses are reimbursed
Plan has a number of advantagesPlan has a number of advantages
Communicates trust to the sales forceCommunicates trust to the sales force
Sales manager can focus on more important issuesSales manager can focus on more important issues
Salesperson cannot complain that resources notSalesperson cannot complain that resources not
available to make saleavailable to make sale
Sales force must be given guidance and expenses mustSales force must be given guidance and expenses must
still be monitored to insure sound judgmentstill be monitored to insure sound judgment
Reimbursed expenses vary by country – e.g.Reimbursed expenses vary by country – e.g.
entertainment and alcoholentertainment and alcohol
50. Per Diem Expense PlanPer Diem Expense Plan
The salesperson is given a set amount of money forThe salesperson is given a set amount of money for
each day s/he is in the fieldeach day s/he is in the field
For example, US$250 per dayFor example, US$250 per day
Budget can be set by multiplying rate times totalBudget can be set by multiplying rate times total
days sales force expected to traveldays sales force expected to travel
Single rate unlikely to work in all locales due toSingle rate unlikely to work in all locales due to
varying costsvarying costs
Sales manager must adjust per diem ratesSales manager must adjust per diem rates
regularly as prices expand or contractregularly as prices expand or contract
51. Limited Expense PlanLimited Expense Plan
The firm sets a maximum daily amount paid for eachThe firm sets a maximum daily amount paid for each
category of expensecategory of expense
That is, US$125 for lodging, $50 for meals, $30 forThat is, US$125 for lodging, $50 for meals, $30 for
auto rental, and $20 for miscellaneousauto rental, and $20 for miscellaneous
Limits firm’s upper travel expense limitLimits firm’s upper travel expense limit
Must be updated and will vary by locationMust be updated and will vary by location
When actual costs exceed plan, salesperson mayWhen actual costs exceed plan, salesperson may
try to save in some areas to meet expenses intry to save in some areas to meet expenses in
otherother
Salesperson’s attention may be diverted fromSalesperson’s attention may be diverted from
clientclient
52. Staff meetingStaff meeting
Morning mirth.Morning mirth.
Someone on the staff tells a funny story. This acts as aSomeone on the staff tells a funny story. This acts as a
kickoff and also gives someone storytelling practice inkickoff and also gives someone storytelling practice in
front of a group. Pre-assign it so they can prepare. Not afront of a group. Pre-assign it so they can prepare. Not a
joke, a story. This makes it more real and more personal.joke, a story. This makes it more real and more personal.
Success announcements.Success announcements.
Give everyone a chance to brag about their currentGive everyone a chance to brag about their current
accomplishments. Sales and personal events areaccomplishments. Sales and personal events are
acceptable. Successful big deals, goals exceeded,acceptable. Successful big deals, goals exceeded,
achievements made. Talking about success makesachievements made. Talking about success makes
people feel successful.people feel successful.
53. Frustrations shared.Frustrations shared.
One or two minutes of bloodletting. Don’t reactOne or two minutes of bloodletting. Don’t react
immediately. Let solutions be offered later in theimmediately. Let solutions be offered later in the
meeting. Get the crap off your chest, and let everyonemeeting. Get the crap off your chest, and let everyone
help create solutions and answers as the meetinghelp create solutions and answers as the meeting
progresses.progresses.
Two-minute administrative details talk.Two-minute administrative details talk.
No more. The rest can be e-mailed. Salespeople hateNo more. The rest can be e-mailed. Salespeople hate
details.details.
54. Five to 10 minutes of product knowledge.Five to 10 minutes of product knowledge.
No more. Important transferable bits of information thatNo more. Important transferable bits of information that
customers can use, benefit, produce, and profit from.customers can use, benefit, produce, and profit from.
Idea: Test or challenge salespeople to come up with anIdea: Test or challenge salespeople to come up with an
idea on how to present the knowledge, and reward theidea on how to present the knowledge, and reward the
best idea with lunch for two.best idea with lunch for two.
Best of (examples).Best of (examples).
How someone succeeded. Made a tough appointment,How someone succeeded. Made a tough appointment,
successful follow-up, completed a sale. Sales meetingssuccessful follow-up, completed a sale. Sales meetings
should emphasize sales. Hello!should emphasize sales. Hello!
Sales subject/lesson of the week.Sales subject/lesson of the week.
Sales training. Someone on the team prepares andSales training. Someone on the team prepares and
delivers a 15-minute presentation of an important aspectdelivers a 15-minute presentation of an important aspect
of your selling process. You can even invite customers toof your selling process. You can even invite customers to
participate.participate.
55. Solutions to frustrations.Solutions to frustrations.
Ten minutes of ideas to present frustrations and barriers.Ten minutes of ideas to present frustrations and barriers.
Get it out in the open so that answers can create betterGet it out in the open so that answers can create better
understanding.understanding.
Networking opportunities discussed.Networking opportunities discussed.
Prepared by someone weekly. Where you can go toPrepared by someone weekly. Where you can go to
meet new people and prospects. Assign people tomeet new people and prospects. Assign people to
important events. Report on last week’s events.important events. Report on last week’s events.
Top 10 prospect review of each salesperson.Top 10 prospect review of each salesperson.
Rapid-fire talk that names the prospect, the status, andRapid-fire talk that names the prospect, the status, and
the expected result this week. Make each personthe expected result this week. Make each person
verbalize his or her goals and expectations. verbalize his or her goals and expectations.
56. Expectations of the week.Expectations of the week.
Each person affirms what he or she seeks to accomplishEach person affirms what he or she seeks to accomplish
this week with respect to their sales effort to build theirthis week with respect to their sales effort to build their
pipeline.pipeline.
Generate an idea for one major prospect ofGenerate an idea for one major prospect of
each salesperson.each salesperson.
As the sales leader, you offer the first idea. This showsAs the sales leader, you offer the first idea. This shows
the team that you have prepared as well. Give themthe team that you have prepared as well. Give them
something creative to take or say to their appointmentsomething creative to take or say to their appointment
that separates them from the competition, gets them inthat separates them from the competition, gets them in
the door, or helps them complete a sale.the door, or helps them complete a sale.
57. END UPBEAT.END UPBEAT.
Two minutes of something motivational and inspirationalTwo minutes of something motivational and inspirational
– a recording, a reading, a story shared, a video clip.– a recording, a reading, a story shared, a video clip.
Something that will energize each salesperson to leaveSomething that will energize each salesperson to leave
through the wall, not the door.through the wall, not the door.
This agenda will win and will create winners. It involvesThis agenda will win and will create winners. It involves
everyone, and creates a positive anticipation for a weekeveryone, and creates a positive anticipation for a week
of success. It also challenges each salesperson to learn,of success. It also challenges each salesperson to learn,
participate, communicate, present, and make sales.participate, communicate, present, and make sales.
The object of any sales meeting is to have a favorableThe object of any sales meeting is to have a favorable
outcome. One where the team of individuals isoutcome. One where the team of individuals is
somewhere between inspired and pumped. Thissomewhere between inspired and pumped. This
responsibility falls on the shoulders of the sales leader -responsibility falls on the shoulders of the sales leader -
the sales manager or owner of the company.the sales manager or owner of the company.