Technique of Motivting your sales team

There is a pharmaceutical company Chemicisist Pharma.

Which goes for production of a capsule which is multifunctional on cold, cough and body pain. The brand name of capsule is ELIXIR. Since couple of months its sales was itching a top management as the sales of elixir was drooling. With the research the management was able to notice that the rivals was targeting to the market more and found there sales team frustrated at work. The management investigated that sales force need and motivation as they were the best of all in market as they made elixir the pinnacle brand for past couple of years.
Motivation is goal-directed behavior, underlying which are certain needs or desires. Most sales personnel require motivational “help” from management to reach and maintain acceptable performance levels. They require motivation as individual and as group members. As individuals, they are targets for personalized motivational efforts by their superiors. As members of the sales force, they are targets for sales management efforts aimed towards welding them into an effective selling team. Four aspects if the salesperson’s job affects the quality of its performance. The following discussion focuses on these aspects; each is an important reason why sales personnel require additional motivation.
Inherent Nature of the sales job. Every sales job is a succession of ups and sown, a series of experience resulting in alternating feelings of exhilaration and depression. In the course of a day’s work salespersons interact with many pleasant and courteous people, but some are unpleasant and rude and are difficult to deal with. Furthermore, sales personnel not only working time but considerable after hours time away from home, causing then to miss many attractive parts of family life.
Salesperson’s Boundary Position and Role Conflicts. The salespersons occupies a “boundary position” in the company and must try to satisfy the expectation of people both within the company an in customer organization. There is linkage with four groups: (1) sales management, (2) the company organization that handles order fulfillment, (3) the customers, and (4) other company sales personnel. Each group imposes certain behavioral expectations on the salesperson, and, in playing these different roles, the sales person face various conflicts.




Tendency Toward Apathy. Some sales personnel naturally become apathetic, get into a rut. Those who, year after year, cover the same territory and virtually the same customers, loses interest and enthusiasm. Gradually their sales calls degenerate into routine order taking. Because they know customer so well, they believe that good salesmanship is no longer necessary. Their customer approach typically becomes: “Do you need anything today?”
Maintaining a Feeling of Group Identity. The salesperson, working alone, finds it difficult to develop and maintain a feeling of group identity with other company salespeople. Team spirit, if present at all, is weak. Thus, the contagious enthusiasm conductive to improving then entire group’s performance does not develop.
The following steps were taken by the management to motivate their sales force giving reasons for why to carry all this methods.
Motivation + Reward = Increased Sales. It’s a simple equation.
Anyone who has managed a sales team knows that there are times when their sales team needs a little boost to stay motivated. Here are some strategies which helps our sales team keep motivated when sales are down and morale needs a lift.
§ Contests:
Most true salespeople are competitive by nature. Contests are great ways to motivate salespeople to strive harder to achieve success, especially if they are competing against each other. Most contests need to be short-term, as the immediate gratification of a contest pay-off is critical for salespeople to stay engaged in the contest itself. The shorter contests are also easier to measure for sales managers, and keep them focused on helping their salespeople generate higher sales success. It is also critical to remember that tracking the success of each sales rep during the contest is very important, and sending out weekly updates to the sales team will keep each sales rep on track and motivated to win!
§ Daily/Weekly Cash Incentives:
Sometimes, a simply daily or weekly cash incentive will be the boost you need for your sales reps. Base it on the number of contacts made that week, the highest dollar amount of sales in a given week or on a certain day, or the one who closed the most future business that week or day. Whichever it is, make sure all your salespeople are aware of the incentive in advance and can prepare to win the cash incentive. Also be sure to make the incentive lucrative enough to motivate the sales reps.
§ Trips:
A longer term incentive, trips are a great way to ensure salespeople stay focused on keeping a steady pace to hit their sales numbers for the year. Trips can be exotic, like a cruise or a trip to Aruba, or they can be as simple as a trip to New York City or San Francisco. Something exciting that will keep the salespeople motivated and focused on hitting the end goal. To ensure the sales reps don’t give up, make sure you have “milestone” incentives throughout the course of the year, such as t-shirts, hats, key chains, etc that have logos of the trip destination on them.
§ Recognize success:
Schedule specific times throughout the year to recognize successes of the key sales individuals. Salespeople love to be recognized for their accomplishments—so make sure you take the time to recognize them for their efforts, and they will willingly go out on the edge to make sure they hit their sales numbers. Great salespeople will do whatever it takes to be recognized—and will support you in the process.






§ Training:
Continue to teach your salespeople how to be better. The more time you spend teaching and coaching your salespeople, the better equipped they will be to be successful. The training will also ensure your salespeople know that you care about them, their success, and that you will continue to invest in their careers. Key training on topics which are difficult for salespeople to grasp will help them overcome some of their biggest sales fears as they grow more confident in their sales careers.
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§ Motivation and leadership:
Effective executives are leaders, rather than drivers, of sales personnel. They earn the voluntary cooperation of members of the sales organization, motivating them, individually and in as a group, to reach the sales department’s goals. They know the motivations, desires, and ambitions of those they lead, and they use this knowledge to guide their follower into the necessary activities weather they be learning or performing.
§ Interpersonal Contact:
Interpersonal contact is an important way to communicate with and thereby to motivate sales personnel. Management uses contacts to make comprehensive evaluation of individual salespeople’s morale. Interpersonal contacts provide opportunities for learning of financial, family, or other personal worries that have impacts job performance.

Overall, knowing your salespeople as people is the first key to understanding how to keep them motivated and energized. Once you know your salespeople, you will be able to develop a strong incentive plan to keep them motivated to achieve success all year.