SALES MANAGEMENT
MIDTERM REVIEWER
CHAPTER 6: SALESPERSON
PERFORMANCE: BEHAVIOR,
ROLE PERCEPTIONS AND
SATISFACTION
 APTITUDE
COMPONENT-
constraint on the person's
ability to perform the sales
job.
 SKILL-LEVEL
COMPONENT- refers to
the individual's learned
abilities as interpersonal
skills, leadership, technical
knowledge and
presentation skills.
 MOTIVATION
COMPONENT
 Motivation is viewed
as the amount of effort
the salesperson desires
to expend on each
activity or task
associated with the
job.
 EXPECTANCIES- are
the salesperson's estimates
of the probability that
expending effort on a
specific task will lead to
improved performance on
some specific dimension.
 VALENCES FOR
PERFORMANCE- are
the salesperson's
perceptions of the
desirability of attaining
improved performance on
some dimension/s
 INSTRUMENTALITIES
- are the salesperson's
estimates of the
probability that improved
performance on that
dimension will lead to
increased attainment of
particular rewards.
 VALENCES FOR
REWARDS- are the
salesperson's perceptions
of the desirability of
receiving increased
rewards as a result of
improved performance.
FOUR BASIC TYPES OF
BEHAVIOR (Organizational
Citizenship Behaviors)
1. SPORTSMANSHIP- is an
enthusiasm on the salesperson's
part to endure suboptimal
conditions without complaining to
superiors or other salespeople.
2. CIVIC VIRTUE- is a proactive
behavior that includes making
recommendations to management
that will improve the overall
performance of the organization.
3. CONSCIENTIOUSNESS- is
the willingness to work beyond the
"normal" expectations of the job.
4. ALTRUISM- refers to helping
others in the organization
TWO BROAD TYPES OF
REWARDS
1. EXTRINSINC REWARDS
 are those controlled
and offered by people
other than the
salesperson.
 Such as pay, financial
incentives, security,
recognition and
promotion
 Rewards that are
generally related to
low-order human
needs
2. INTRINSIC REWARDS
 are those that salespeople
primarily attain for
themselves.
 Such things as feelings of
accomplishment, personal
growth, and self-worth, all
of which relate to high-
order human needs.
 JOB SATISFACTION-
refers to all the
characteristics of the job
that representatives find
rewarding, fulfilling, and
satisfying, or frustrating
and unsatisfying.
SEVEN DIFFERENT
DIMENSIONS TO SALES JOB
SATISFACTION
1. The job itself
2. Coworkers
3. Supervision
4. Company policies and Support
5. Pay
6. Promotion and advancement
opportunities
7. Customers
STAGES IN DEVELOPING
THE SALESPERSON's ROLE
STAGE 1: Role Partners
Communicate Expectations
STAGE 2: Salespeople Develop
Perceptions
STAGE 3: Salespeople Convert
Perception into Behaviors
CHAPTER 7: SALESPERSON
PERFORMANCE:
MOTIVATING THE SALES
FORCE
The Psychological Process of
Motivation
 view motivations as an
individual's choice to:
1. initiate action on a
certain task
2. expend a certain
amount of effort on
that task
 3. persist in expending
effort over a period of
time
A salesperson's motivation to
expend effort on a given task is
determined by three (3) sets of
perceptions
1. EXPECTANCIES
 the perceived linkages
between expending more
effort on a particular task
and achieving improved
performance
 salesperson's perceptions
of the link between job
effort and performance.
2. INSTRENTALITIES
 the perceived relationship
between improved
performance and the
attainment of increased
rewards.
3. VALENCE OF REWARDS
 the perceived
attractiveness of the
various rewards the
salesperson might receive.
• ACCURACY OF
EXPECTANCIES- refers to how
clearly the salesperson understands
the relationship between effort
expended on a task and the
resulting achievement on some
performance dimension.
•MAGNITUDE OF
EXPECTANCIES- reflects the
salesperson's perception of his or
her ability to control or influence
his or her own job performance
• ACCURACY OF
INSTRUMENTALITIES- refers
to the true linkage between
performance on various
dimensions and the attainment of
rewards as determined by
management practices and policies
on sales performance evaluation
and rewards for levels of
performance
• MAGNITUDE OF
INSTRUMENTALITIES- is the
firm's compensation plan.
PERFORMANCE
ATTRIBUTIONS
1. Stable Internal Factor-
that are unlikely to change
much in the near future
(such as personal skills
and abilities)
2. Unstable Internal
Factor- may vary from
time to time, such as the
amount of effort expended
or mood at the time
3. Stable External Factor-
such as the nature of the
task or the competitive
situation in a particular
territory
4. Unstable External
Factor- might change next
time, such as assistance
from an unusually
aggressive advertising
campaign or good luck.
CAREER STAGES AND
SALESPERSON
MOTIVATION
CAREER STAGES
1. EXPLORATION
(typically individuals in
their 20's)- are often
unsure about whether
selling is the most
appropriate occupation for
them and whether they can
be successful salespeople.
2. ESTABLISHMENT
(late 20's or early 30's)-
have settled on an
occupation and desire to
build it into a successful
career.
3. MAINTENANCE (late
30's or early 40's)-
retaining the present
position, status, and
performance level within
the sales force, all of
which are likely to be
quite high.
4. DISENGAGEMENT
(reach their late 50's or
early 60's)- people
psychologically withdraw
from their job, often
seeking to maintain just an
"acceptable" level of
performance with a
minimum amount of effort
in order to spend more
time developing interests
outside of work.
• Plateaued Salespeople- people
who have stopped developing,
stopped improving, and often
stopped showing an interest
Causes of Plateauing
A. Lack of A Clear Career Path
B. Boredom
C. Failure to Manage the Person
Effectively
CHAPTER 8: PERSONAL
CHARACTERISTICS and
SALES APTITUDE: CRITERIA
FOR SELECTING
SALESPEOPLE
• DEMOGRAPHIC &
PHYSICAL VARIABLES
 Sex and Age
 Physical Characteristics
(such as Height and
Appearance)
• APTITUDE VARIABLES
 General Intelligence
• PERSONALITY VARIABLES
 Self-esteem
 Extraversion
 Sociability
 Dominance

• SKILL VARIABLES
- Vocational skills encompass a
salesperson's acquired knowledge
and abilities directly related to the
company, its products, and
customers.
TYPES OF SALES JOBS
1. CLOSER- Does not have a high
fear of personal rejection
2. CONSULTANT
- Identified as patient with
excellent interpersonal contact and
a certain amount of aggressiveness
- Typically more career-oriented
and academically inclined.
3. RELATIONSHIP BUILDER-
This salesperson likes
independence and the freedom of
sales, the feeling that they are their
own boss
4. THE ORDER TAKER
- Requires little personal
involvement
- Relatively little risk of personal
rejection.
SUMMARY
1. Demographic and Physical
Characteristics - such as age, sex,
and physical appearance
2. Background and Experience
Factors- such as a person's
personal history and family
background, educational
attainment, and sales experience.
3. Current Status and Lifestyle
Variables- including a person's
marital and financial status and
activities outside of the job
4. Aptitude Variables- enduring
mental characteristics such as
intelligence, cognitive abilities,
and sales aptitude.
5. Personality Traits- including b. Personality
such characteristics as sociability,
dominance, and self-esteem c. Aptitude/Skills- are designed
to determine whether an applicant
6. Skill Levels- learned has an interest in, or the ability to
proficiencies, such as vocational perform, certain tasks and
skills, interpersonal skills, sales activities.
presentation skills, and general
management skills CHAPTER 10: SALES
TRAINING; OBJECTIVES,
CHAPTER 9: SALES FORCE TECHNIQUES, AND
RECRUITMENT and EVALUATION
SELECTION
When determining sales training
SELECTION PROCEDURES needs, three issues must be
1. Application Blanks considered:
1. Who should be trained?
 to collect basic 2. What should be the primary
information about the emphasis in the training program?
recruit's personal history
3. How should the training process
2. Personal Interviews be structured?
 to assess a candidate's OBJECTIVES OF SALES
communication skills,
TRAINING
intelligence, sociability,
empathy, ambition, and  Increase Productivity
other traits related to the  Improve Morale
qualifications necessary  Lower Turnover
for the job.  Improve Customer
Relations
A. Structured-each applicant
 Improve Selling Skills
is asked the same
predetermined questions.
EFFECTIVE SALES
B. Unstructured- asks only TRAINING
a few questions to direct
the conversation to topics
1. Time Allocation
of interest such as the
applicant's work 2. Prioritize your training
3. Seek external training only
experiences, career
objectives and outside when necessary
activities. 4. Reading material in abundance
5. Open Communication
3. Reference Check- can ensure
the accuracy of factual data about 6. Invest in seminars
CREATING CREDIBILITY IN
the applicant
SALES TRAINING
4. Physical Examinations  Analyze Needs
 Determine Objectives
5. Psychological Tests- aimed at
measuring an applicant's mental  Develop and Implement
abilities and personality traits. Program
 Evaluate and Review
a. Intelligence-are useful for Program
determining whether an applicant
has sufficient mental ability to
perform a job successfully.
TRAINING NEW SALES
RECRUITS
Training needs vary from firm to
firm and even within a firm.
Training needs vary because of
differences in the needs and
aptitudes of the recruits.
TRAINING EXPRERIENCED
SALES PERSONNEL
They quickly become involved in
customer relationship and other
related matters. It is viewed as
providing insurance for a
company’s major assets.
SALES TRAINING TOPICS
1. Product Knowledge- one of the
most important topics
2. Market/Industry Orientation-
covers both broad and specific
factors.
3. Company Orientation- company
policies
4. Time and Territory
Management- managing time and
territories
5. Legal/Ethical Issues
6. Technology
SALES TRAINING METHODS
On-the-Job Training- a carefully
planned process in which the new
recruit learns by doing.
5 Key Factors of OJT:
1. Teaming- bringing people with
different skills
2. Meetings- employees at
different levels can get together
and share thoughts on various
topics
3. Mentoring- informal mechanism
to learn and interact from more
experienced ones
4. Customer Interaction- customer
feedback as part of the learning
process
5. Peer-to-peer communication-
opportunities for salespeople to
interact together for mutual
learning
Classroom Training- indispensable
part of sales training
Role Playing- a salesperson acting
out the part of a sales rep in a
simulated buying session
ELECTRONIC TRAINING
METHODS
Have revolutionized the delivery
of training, not just in sales but
across the entire organization.
MEASURING THE COSTS
AND BENEFITS OF SALES
TRAINING
SALES TRAINING COSTS-
allocates funds for training with
minimal regard for the results
MEASUREMENT CRITERIA-
measures training effectiveness
MEASURING BROAD
BENEFITS- include improved
morale and lower turnover
MEASURING SPECIFIC
BENEFITS- examines behavior
changes and results are needed to
assess effectiveness