| Various objectives of sales force management | | | | a "sporting spirit" in your team then the negative |
| and motivation are better achieved in a group | | | | aspects of colleague comparisons (envy, jealousy, |
| situation than in individual discussions. Here I cover | | | | resentment) rarely arise. |
| five areas where the sales manager might wish | | | | 4. To discipline. Groups have their own unwritten |
| to harness the power of the group environment | | | | laws. The norms of a motivated sales team are: a |
| to achieve an objective. | | | | positive attitude to the company and to the |
| 1. To dramatise feedback. Praise has a much | | | | product/service, constructive collaboration, a will |
| more lasting effect on a sales person if it is | | | | to succeed, commitment. These norms affect |
| experienced in a group situation. Express | | | | educational processes within the group. |
| appreciation therefore in the presence of other | | | | Misbehaviour by sales people (destructive attitude, |
| members of the team if you want to particularly | | | | notorious fault finding, lack of punctuality, |
| emphasise the performance of an employee. Be | | | | unfriendliness, dereliction of duty) are eliminated |
| careful, however, when criticising a salesperson in | | | | simply by means of the regulating mechanism of |
| the presence of the group. Criticism in front of a | | | | the group norms, without the need for disciplinary |
| gathered team can destroy the self-esteem of | | | | measures. During a discussion with sales people, |
| the employee. Public warnings also have an | | | | ask the group for their views on a problem which |
| extremely negative effect on those not involved. | | | | you are experiencing with one employee. Keep |
| They worry that the same thing could happen to | | | | out of the discussion yourself and just act as |
| them. | | | | mediator. A team of sales people with positive |
| 2. To encourage consultations. Many members of | | | | norms will soon bring a "black sheep" back onto |
| the external sales force are reluctant to accept | | | | the right path. |
| something their superiors say. They are much | | | | 5. To create a sense of identification.The |
| more willing to learn from colleagues, on the other | | | | members of the field sales force need more |
| hand. A new route planning technique discussed | | | | today than just an emotional filling station. The |
| during a conference by a successful member of | | | | group situation is ideal for providing sales people |
| the external sales force, quickly leads to positive | | | | with "fellow feeling" and moral support. Sales |
| experience and is quickly accepted. Use colleague | | | | people should meet together every four to six |
| advice given in the group specifically for your own | | | | weeks for a conference in which they can |
| training purposes. | | | | exchange experiences with colleagues, work out |
| 3. To awake ambition. Comparison of | | | | new objectives with the sales management and |
| performance carried out in a group situation is one | | | | experience team spirit. Sales people who only |
| of the strongest methods of spurring sales people | | | | meet as a group two or three times a year lack |
| on to greater efforts. Members of the external | | | | identification and enthusiasm. |
| sales force are motivated if they see themselves | | | | Application of these techniques will have a positive |
| in front of colleagues who are given a poorer | | | | impact sales force behaviour and results. You can |
| assessment. Discuss performance results in great | | | | learn these techniques and more on a good sales |
| detail in the group therefore and make use of the | | | | management training course. |
| "acceleration effect" given by success. If there is | | | | |