TRAINING, MOTIVATING,

COMPENSATING AND
LEADING THE SALES
FORCE
TRAINING
• involves the personal
development of skills
and techniques related
to creating and
exploring new sales
opportunities, as well as
closing sales for an
organization.
 MANAGING THE SALES TRAINING PROCESS

3)Evaluation and
2)Design and
1)Assess sales reinforcement of
execute sales
training needs sales training
training programme
programme
METHODS USED FOR
ACCESSING TRAINING
NEEDS
• Sales managers observations
• Sales force survey
• Customer survey
• Performance testing
• Job description
• Sales force audit
POPULAR SALES
TRAINING NEEDS
• Product knowledge
• Customer knowledge
• Competitive knowledge
• Sales techniques ( selling skills)
• Company knowledge
DESIGN SALES TRAINING PROGRAMME
AIMS/OBJECTIVES OF SALES
TRAINING

• Increase sales productivity

• Increased sales, profits or both
• Lower salesforce turnover rate
• Improved customer relations
• Introduce new products, markets and promotion
programmes
•Create positive attitudes and improve sales force morale
• Prepare new salespeople for assignment to a sales
territory
•Improve teamwork and cooperative efforts
CONTENT OF
• Company knowledge
TRAINING
PROGRAMME
• Product knowledge

• Customer knowledge

• Competitor knowledge

• Selling skills or sales techniques.

 ORGANIZATION
DECISION FOR
SALES TRAINING
• Who will be the trainees?

• Who will conduct the training?

• When should the training takes place?

• Where should the training be done?

• What will be the budgeted expenditure

for the training?
EXECUTION • Preparation of training table, arranging
OF THE internal and external trainers, making
travel arrangements of participants,
SALES arranging the conference hall and teaching
TRAINING aids etc.

PROGRAMME
EVALUATION
Outcomes fall into 4 Categories
OF SALES
TRAINING
PROGRAMME 1)Reaction can be measured by interviewing them or
asking them to complete a few questionnaire

2)Learning

3)Behaviour

4)Results
MOTIVATING THE
SALES FORCE
• It has been estimated that about 10 to 15% of
salespeople are self motivated, requiring little
external incentives. However, majority are not
adequately motivated.
DIFFICULTY AND IMPORTANCE
OF MOTIVATION

• Changes in the marketing environment

• Conflicting company objectives

• Unique nature of the sales job

• Separate motivational package

GUIDELINES FOR
MOTIVATING SALES PEOPLE

• Difference between can’t do and won’t do sales

performance depends on both ability and
motivation.
• Include individual needs into motivational
programme.
• Pleateaued salespeople around 45-50 years of
age, performed well in the past but not
performing up to the expectations at present.
• Proactive approach
COMPENSATING
THE
SALES FORCE Financial compensation –includes
direct payment of money such as
salary, commission and bonus.

Indirect payment includes –fringe

benefits such as retirement plan,
medical reimbursement and LTA. It
also includes various insurance
plans.
OBJECTIVES OF
COMPENSATION PLAN
Company’s viewpoint
• To control salespeople activities
• To be competitive, yet economical
• To be flexible - should be flexible to adopt to new
products, volatile markets and differing territory
sales potential.
Salesperson’s viewpoint
• To have regular and incentive scheme-
• To have a simple plan
• To have a fair payment plan
 DESIGNING AN
EFFECTIVE
SALES
COMPENSATION
PLAN
 LEADING THE SALES FORCE

LEADERSHIP IS ABSOLUTELY SALES MANAGER NOT ONLY SUPERVISION IS A PART OF A MANAGER ACHIEVES
NECESSARY TO A SALES SUPERVISE BUT ALSO LEAD. LEADERSHIP ORGANIZATIONAL GOALS AND
MANAGERS EFFECTIVENESS OBJECTIVES IN AN EFFECTIVE AND
EFFICIENT MANNER THROUGH
PLANNING, ORGANIZING,
STAFFING, DIRECTING AND
CONTROLLING THE
ORGANIZATIONAL RESOURCES
MODERN VIEWS OF SALES
LEADERSHIP

• Leader-member exchange (LMX model) –studies have

found that if the quality of exchange relationship between
salesperson and sales manager is higher, then the goal
commitment and performance of the salesperson are
greater.
• 2)Transformational leadership - transformation leaders
transform the basic values, beliefs, and attitudes of
followers such that followers are willing to perform at
levels above and beyond expectations. Behaviour of
transformation leaders that are relevant to sales manager
include team building, leading bye xample, creating a
vision, and giving an individual attention.
• 3)Behavioural self management (BSM)- it is a self-
imposed planning, behavioural evaluation, rewards and
punishment for salespeople.
LEADERSHIP STYLES
• 1)Transactional leadership usually describes those
supervisory activities that relate to the day to-day
operations and control of the sales force.
• 2)Situational leadership –in acris is situation like
recession, the sales manager should clearly
communicate the vision, objectives and strategy to
the sales force and demonstrate how to get orders
in such situation leading by example. Another
situation motivating a long experienced
salesperson whose performance is below
expectations.
 • 1)Communication skills
LEADERSHIP
SKILLS • 2)Problem solving skills
• 3)Interpersonal skills
• 4)Supervising salespeople direct
supervisory methods and indirect
supervisory methods

Direct supervisory methods include -

telecommunications, sales meeting,
personal contacts, coaching

Indirect supervisory methods include

-
• sales reports, compensation plan,
sales analysis, expense
account/reports.
THANK YOU…

Abbuy ,
Sagan , Sandalaba ,
Reporters: Jeaneleth
Sheryl Flang Noraine
Sugan