Page 130 - DMGT205_SALES_MANAGEMENT

Sales Management

Notes 5. Travelling allowance
6. Bonus, etc.
The financial incentives become less affective after some time and thereafter the salesman is
looking to non-financial incentives which have been discussed at length.

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Caution People with high need levels are self-starters. They require certain external
incentives to succeed on their jobs and constantly challenge themselves to improve their
own performances. Such people do not require motivation by the management other than
that of providing the right kind of job environment.

9.5 Non-financial Motivational Technique

The simple motivational tools of early years such as only financial benefits prove to be a poor
method of motivation beyond physiological and safety needs satisfaction on account of the
unique aspects of a sales person's job.
The non-financial incentives, thus, become an important component of the motivation mix of a
company. These are specially relevant as Dawson has pointed, "Business is on the threshold of a
new era of human and social concern, which will inevitably result in greater attention to total
human resource development by sales management".
Some of the unconventional factors that make a special rank on sales force motivation are
discussed below.
Meeting between Manager and Sales Force

These are highly regarded by sales managers in the motivation of their sales teams as this
provides opportunity to managers to meet their sales force in the field, at head office and at the
sales meetings/conventions.

These meetings allow the sales manager to understand the personality, needs and problems of
each sales person. The manager can then better understand the causes of demotion/frustration
in individual sales person and respond in a manner which takes into account the needs, problems
and personality of the sales person. Sales techniques can thus be improved and confidence
boosted. According to Likert, when the sales manager encourages an "open" style of management,
salesmen are encouraged to discuss their problems and opportunities so that the entire sales
team benefits from the experience of each salesman.
This results in a greater sense of group loyalty and improved performance. The success of the
marketing team can be easily attributed to the open door policy adopted by companies in India.
As one manager put it, "I know all my team of 166 sales representatives personally, by name and
make it a point to keep in touch with all of them. They can walk in any time with their problems
and they have got the confidence that most of their problems will be handled to their satisfaction".

Clarity of Job

Clarity of job and what is expected from the sales person is a great motivator. The objectives
when duly quantified and well defined, properly connected and linked with the reward and
recognition serve as a source of motivation to the sales person.

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