Page 129 - DMGT205_SALES_MANAGEMENT

Unit 9: Motivating and Compensating Sales Personal

9.3.6 Churchill, Ford and Walker Model of Sales Force Motivation Notes

Churchill, Ford and Walker (1985) developed a model of sales force motivation that integrated
some of the ideas of Herzberg and Vroom as given in the following figure. This suggests that the
higher the sales person's motivation, the greater the effort, leading to higher performance. This
enhanced performance will lead to greater rewards which will bring about higher job satisfaction.
The circle will be completed by the enhanced satisfaction causing still higher motivation.

Motivation Effort Performance Rewards Satisfaction

The implications for sales managers are that they should
1. Convince sales people that they will sell more by working harder or by being trained to
work 'smarter' (e.g., more efficient call planning, developing selling skills).

2. Convince sales people that the rewards for better performance are worth the extra effort.
This implies that the sales manager should give rewards that are valued and attempt to
'sell' the worth of those rewards to the sales force. For e.g., a sales manager might buildup
the worth of a holiday prize by stating what a good time he or she personally had when
there.
They also found that the value of rewards differed according to the type of sales person. Older
salespeople who had large families valued financial rewards more. Younger, better educated
salespeople who had no or small families tended to value higher-order rewards (recognition,
liking and respect, sense of accomplishment) more.
Self Assessment

State Whether True or False:
7. Clarity of job and what is expected from the sales person is a great motivator.
8. The negative effect method is also an important technique for motivating the salesforce to
their best.
9. Leadership style of the manager plays an important role in training the sales person.
10. Inspirational leadership refers to influence through referent power.
11. Persuasion has the advantage of getting people to conclude that their actions were
performed out of their own free will.

9.4 Financial Motivational Techniques

Most salesmen prefer the financial benefit because the need at the lower level of organisation is
more of physiological and safety needs, rather than those of esteem and self actualisation. Social
needs are also necessary at all levels. The financial incentives include:

1. Higher salary
2. More commission
3. Other monetary incentives
4. Profit sharing

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