performance part

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Many books have been written on motivation and some unfortunately not pass the test for its Psychology. The following are common myths about motivation for sellers:

Myth # 1 – All sellers are motivated by money

The money, including bonuses gain some incentives do motivate salespeople.Financial can best be used to achieve a short term. The unique approach does not work. Not every Seller is motivated in this way. While it is important for a seller to earn a fair wage and have the opportunity to premiums paid, there is the law of diminishing returns diminishing. What they earn is not necessarily more sales.

What to do?

To learn and understand what motivates each of your vendors. Get to know them really over time. The better you know better their position, you will learn how to motivate them.

The sellers are motivated by recognition, status accomplishmentand. These are the real motives for long-term results increased sales. Talk with your vendors what they want and to achieve mutual goals. Provide guidance and clear expectations and let them know you will work closely with them to provide encouragement and advice throughout their journey to achieve their goals.

Myth # 2 – Sellers are lazy and need to be pushed

It's a common misconception caused by the seller to hire or wrong and poor sales management. Good salespeople have the desire and determination to succeed and need advice, mentoring and should be held accountable their performance.Not pushed.

What to do?

Assuming the right person was hired:

• At what point is there a change in behavior? Is there a personal question? Is there a question of confidence?
• Finding what motivates your sales and learn to know who they are
• Set goals related to business and personal results and strengthen the relationship of performance and reward

Let your seller that you can count on them to keep your word and your interest is in their success.

Myth # 3 – Vendors need Knowledge alone product

Product knowledge is important as quality and price. However, all these handsets are not equal impact a seller on a prospect or customer. This is validated by the Chally Group Worldwide search found after 35 years of data collection, the seller plays the role easiest (39%) in the purchase decision of a client.

What to do?

Develop a profile skills on each of your vendors and work closely with them to motivate and raise the competence of sales.

Myth # 4 - vendors say they do an excellent job done laurels

This is not true. Recognition for work well done lifts morale and encourages the vendor to continue at the level of sales performance. It raises the standards for other vendors in the team. To receive public recognition whatsoever from the sales manager at a ceremony or will meet the basic needs of the seller. If a good sales performance is not recognized low morale and poor performance will result.

What to do?

Recognize the good sales performance and / or positive behavior change immediately when you see it in your sales. Provide a reason for the full recognition will also enable them to learn. For example, "Mary I really liked how you used your open questions that led to the relaxation of the customer and obtain valuable information. "

Myth # 5 – The morale will improve when sales improve

This is a double problem: the low morale and low sales. Attempting to lift sales with this low morale is an almost impossible task. Sellers can increase their activity level to appease their sales manager, but there will be no corresponding increase sales. Sales will not automatically improve without a change in morale.

What to do?

Addressing morale by identifying the cause and then focus on the vision and activities that will change the current situation. Involve the entire team Sales to create buy-in strategy.

Myth # 6 - The client comes first

Customers are important, but the vendor has nurtured and built client relationships. If the director of sales proceeds to the seller whenever a problem or an opportunity for sale to customers is that this undermines the seller. The customer will be conditioned to contact the person responsible for direct sales. This will impact on the morale of the seller and could climb to the sales force, increased employee turnover and customer dissatisfaction in the end.

That do?

Support your sales by working with them through all customer transactions so the customer knows the best lawyer is representing them.

There is no magic in the motivation of sellers. It requires dedication and hard work on your name as a business owner, sales manager or sales manager. Treat each person as an individual and learn what really motivates. Next, measure and provide an incentive to actively encouraging them to support higher levels of performance.

If you wish to discuss these or any other motivation or sales performance Contact Kurt Newman e-mail direct on 0412 252 236 or kurt@salesconsultants.com.au

Kurt Newman is the co-founder of Sales Consultants Pty Ltd a firm that works with companies to increase sales and reduce the cost of selling. http://www.salesconsultants.com.au

Kurt’s expertise is in sales strategy, sales management development; group structured sales training and infield sales coaching. As a sales person he has successfully sold products and services in 4 major market/product segments: new product sales, consultative sales, relationship sales and retail. During his selling career he created sales records for three companies in two industries and won many other sales awards for outstanding performance.

Jabbawockeez – JET Performance 5/30/09 (Part 1 of 2)

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