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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
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.
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
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
 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
 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
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
 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
 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
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
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
 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
 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?
 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?
 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?
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
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?
 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?
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.
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
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?
 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
 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
 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
 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
 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
 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
 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
 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
 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
 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
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
 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
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.
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
 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
 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
Three Types of Compensation PlansThree Types of Compensation Plans
 Straight SalaryStraight Salary
 Straight CommissionStraight Commission
 Combination PlanCombination Plan
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
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
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
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?
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
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
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
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?
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
 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
 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
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
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
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.
 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.
 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.
 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.   
 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.
 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.
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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.