SlideShare a Scribd company logo
1 of 28
Motivation
Discussion Questions ,[object Object],[object Object]
Three Major Determinants of Motivation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Motivation Session Objectives ,[object Object],[object Object],[object Object]
Motivation Session Outline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Locus of Control and Motivation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Expectancy-Value model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Expectancy-Value Model in Notation ,[object Object],[object Object],[object Object],[object Object]
Examples:
Valence/Value: V j ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
V j =    (I ij  x V i ) V j  = expected overall utility to an individual of achieving performance level j I ij  = beliefs about the performance to suboutcomes linkages:  the individuals subjective probability that achieving performance level j would create suboutcome I (instrumentalities) Example:  30% chance that selling $300K (performance level j) would get one a promotion (suboutcome I) V i  = the utility an individual derives from suboutcome I (e.g., a promotion)  Note: this can be negative
That’s nice, but who cares? ,[object Object],[object Object],[object Object]
Expectancy-Value Model Advantages ,[object Object],[object Object],[object Object],[object Object]
Implications for How to Motivate ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Glengarry Glen Ross ,[object Object],[object Object],[object Object],[object Object]
Motivators ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sales Manager Objectives & Tools ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How to Motivate ,[object Object],[object Object],[object Object],[object Object],[object Object]
Measuring Components of the Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Role Stress ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Role Stress (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Role Stress (continued) ,[object Object],[object Object],[object Object],[object Object]
Perceived Role Conflict: ,[object Object],[object Object]
Perceived Role Ambiguity: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How to reduce Role Stress ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sales Manager Atmosphere Creation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Non-traditional atmosphere ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Motivating ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

More Related Content

What's hot

Motivating and leading the sales force
Motivating and leading the sales forceMotivating and leading the sales force
Motivating and leading the sales force
Avinash Singh
 
Marketing communications specialist perfomance appraisal 2
Marketing communications specialist perfomance appraisal 2Marketing communications specialist perfomance appraisal 2
Marketing communications specialist perfomance appraisal 2
tonychoper0204
 
Sales & Retail Management, VTU,Module 4
Sales & Retail Management, VTU,Module 4Sales & Retail Management, VTU,Module 4
Sales & Retail Management, VTU,Module 4
Adani University
 

What's hot (20)

Setting goals & managing the sales force's performance
Setting goals & managing the sales force's performanceSetting goals & managing the sales force's performance
Setting goals & managing the sales force's performance
 
Sm 10
Sm 10Sm 10
Sm 10
 
Sales team motivation
Sales team motivationSales team motivation
Sales team motivation
 
Motivating and leading the sales force
Motivating and leading the sales forceMotivating and leading the sales force
Motivating and leading the sales force
 
Smc fdbk cchg tab 3 0403
Smc fdbk cchg tab 3 0403Smc fdbk cchg tab 3 0403
Smc fdbk cchg tab 3 0403
 
Motivation theories and relevant topics
Motivation theories and relevant topicsMotivation theories and relevant topics
Motivation theories and relevant topics
 
Systematically get the evidence you need
Systematically get the evidence you needSystematically get the evidence you need
Systematically get the evidence you need
 
Ranking performance appraisal
Ranking performance appraisalRanking performance appraisal
Ranking performance appraisal
 
Taking the Pain Out of Performance Reviews - Webinar 10.13.14
Taking the Pain Out of Performance Reviews - Webinar 10.13.14Taking the Pain Out of Performance Reviews - Webinar 10.13.14
Taking the Pain Out of Performance Reviews - Webinar 10.13.14
 
Barone e learning scenario
Barone e learning scenarioBarone e learning scenario
Barone e learning scenario
 
Different types of motivational schemes for sales person
Different types of motivational schemes for sales personDifferent types of motivational schemes for sales person
Different types of motivational schemes for sales person
 
Motivating the sales force
Motivating the sales forceMotivating the sales force
Motivating the sales force
 
Motivating Your Sales Team
Motivating Your Sales TeamMotivating Your Sales Team
Motivating Your Sales Team
 
Marketing communications specialist perfomance appraisal 2
Marketing communications specialist perfomance appraisal 2Marketing communications specialist perfomance appraisal 2
Marketing communications specialist perfomance appraisal 2
 
How to Effectively Set Expectations with Your Sales Team
How to Effectively Set Expectations with Your Sales TeamHow to Effectively Set Expectations with Your Sales Team
How to Effectively Set Expectations with Your Sales Team
 
Sales & Retail Management, VTU,Module 4
Sales & Retail Management, VTU,Module 4Sales & Retail Management, VTU,Module 4
Sales & Retail Management, VTU,Module 4
 
Motivational Skills
Motivational SkillsMotivational Skills
Motivational Skills
 
Global Animal Healthcare Industry
Global Animal Healthcare IndustryGlobal Animal Healthcare Industry
Global Animal Healthcare Industry
 
How to set your business sales goals
How to set your business sales goalsHow to set your business sales goals
How to set your business sales goals
 
Erickson School April 2010 J Mc Carthy
Erickson School April 2010   J Mc CarthyErickson School April 2010   J Mc Carthy
Erickson School April 2010 J Mc Carthy
 

Viewers also liked (8)

Sales force management
Sales force managementSales force management
Sales force management
 
WALMART INVESTMENT ANALYSIS & RECOMMENDATION PAPER
WALMART INVESTMENT ANALYSIS & RECOMMENDATION PAPERWALMART INVESTMENT ANALYSIS & RECOMMENDATION PAPER
WALMART INVESTMENT ANALYSIS & RECOMMENDATION PAPER
 
Sales force management
Sales force managementSales force management
Sales force management
 
Concepts of sales management
Concepts of sales managementConcepts of sales management
Concepts of sales management
 
Sales management ppt
Sales management pptSales management ppt
Sales management ppt
 
Introduction to sales management
Introduction to sales managementIntroduction to sales management
Introduction to sales management
 
Sales force management (1)
Sales force management (1)Sales force management (1)
Sales force management (1)
 
Sales force management
Sales force managementSales force management
Sales force management
 

Similar to Sales force-managment

Appraising Performance
Appraising PerformanceAppraising Performance
Appraising Performance
satyam mishra
 
Approaches to performance management system
Approaches to performance management systemApproaches to performance management system
Approaches to performance management system
Masanja Kengese
 
Sales motivations research - executive summary - malcom
Sales motivations research - executive summary -  malcomSales motivations research - executive summary -  malcom
Sales motivations research - executive summary - malcom
Malik Zubair
 
Inside The Customers Mind
Inside The Customers MindInside The Customers Mind
Inside The Customers Mind
David Harkins
 

Similar to Sales force-managment (20)

Chapter 12
Chapter 12Chapter 12
Chapter 12
 
Business Development
Business DevelopmentBusiness Development
Business Development
 
Mgt 317 final exam new 2016
Mgt 317 final exam new 2016Mgt 317 final exam new 2016
Mgt 317 final exam new 2016
 
Leading
LeadingLeading
Leading
 
Appraising Performance
Appraising PerformanceAppraising Performance
Appraising Performance
 
Motivating Employees
Motivating EmployeesMotivating Employees
Motivating Employees
 
Approaches to performance management system
Approaches to performance management systemApproaches to performance management system
Approaches to performance management system
 
Sales motivations research - executive summary - malcom
Sales motivations research - executive summary -  malcomSales motivations research - executive summary -  malcom
Sales motivations research - executive summary - malcom
 
Sales motivations research - executive summary -
Sales motivations research - executive summary -  Sales motivations research - executive summary -
Sales motivations research - executive summary -
 
Client Agency Relationships: Value Creation or Value Destruction?
Client Agency Relationships: Value Creation or Value Destruction?Client Agency Relationships: Value Creation or Value Destruction?
Client Agency Relationships: Value Creation or Value Destruction?
 
You Can Change It!
You Can Change It!You Can Change It!
You Can Change It!
 
Driving To Better Sales
Driving To Better SalesDriving To Better Sales
Driving To Better Sales
 
Mgt 317 final exam new 2016
Mgt 317 final exam new 2016Mgt 317 final exam new 2016
Mgt 317 final exam new 2016
 
Mgt 317 final exam new 2016
Mgt 317 final exam new 2016Mgt 317 final exam new 2016
Mgt 317 final exam new 2016
 
Mgt 317 final exam new 2016
Mgt 317 final exam new 2016Mgt 317 final exam new 2016
Mgt 317 final exam new 2016
 
Mgt 317 final exam new 2016
Mgt 317 final exam new 2016Mgt 317 final exam new 2016
Mgt 317 final exam new 2016
 
Marketing Strategy - Mastery Tool
Marketing Strategy - Mastery ToolMarketing Strategy - Mastery Tool
Marketing Strategy - Mastery Tool
 
Our Approach to Coaching
Our Approach to CoachingOur Approach to Coaching
Our Approach to Coaching
 
ABM: It is about the destination, not the journey
ABM: It is about the destination, not the journeyABM: It is about the destination, not the journey
ABM: It is about the destination, not the journey
 
Inside The Customers Mind
Inside The Customers MindInside The Customers Mind
Inside The Customers Mind
 

More from dat

Mauthuantrongdoanhnghiep final
Mauthuantrongdoanhnghiep finalMauthuantrongdoanhnghiep final
Mauthuantrongdoanhnghiep final
dat
 
Ke hoach-xay-dung-thuong-hieu-kotex-2003
Ke hoach-xay-dung-thuong-hieu-kotex-2003Ke hoach-xay-dung-thuong-hieu-kotex-2003
Ke hoach-xay-dung-thuong-hieu-kotex-2003
dat
 
Giaotrinhmarketing
GiaotrinhmarketingGiaotrinhmarketing
Giaotrinhmarketing
dat
 
Chương trình sinh hoạt
Chương trình sinh hoạtChương trình sinh hoạt
Chương trình sinh hoạt
dat
 
Bai1
Bai1Bai1
Bai1
dat
 
03.kynanglapkehoach
03.kynanglapkehoach03.kynanglapkehoach
03.kynanglapkehoach
dat
 
02.kynangquanlysuthaydoi
02.kynangquanlysuthaydoi02.kynangquanlysuthaydoi
02.kynangquanlysuthaydoi
dat
 

More from dat (7)

Mauthuantrongdoanhnghiep final
Mauthuantrongdoanhnghiep finalMauthuantrongdoanhnghiep final
Mauthuantrongdoanhnghiep final
 
Ke hoach-xay-dung-thuong-hieu-kotex-2003
Ke hoach-xay-dung-thuong-hieu-kotex-2003Ke hoach-xay-dung-thuong-hieu-kotex-2003
Ke hoach-xay-dung-thuong-hieu-kotex-2003
 
Giaotrinhmarketing
GiaotrinhmarketingGiaotrinhmarketing
Giaotrinhmarketing
 
Chương trình sinh hoạt
Chương trình sinh hoạtChương trình sinh hoạt
Chương trình sinh hoạt
 
Bai1
Bai1Bai1
Bai1
 
03.kynanglapkehoach
03.kynanglapkehoach03.kynanglapkehoach
03.kynanglapkehoach
 
02.kynangquanlysuthaydoi
02.kynangquanlysuthaydoi02.kynangquanlysuthaydoi
02.kynangquanlysuthaydoi
 

Sales force-managment

  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 10.
  • 11. V j =  (I ij x V i ) V j = expected overall utility to an individual of achieving performance level j I ij = beliefs about the performance to suboutcomes linkages: the individuals subjective probability that achieving performance level j would create suboutcome I (instrumentalities) Example: 30% chance that selling $300K (performance level j) would get one a promotion (suboutcome I) V i = the utility an individual derives from suboutcome I (e.g., a promotion) Note: this can be negative
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.