Motivating Salespeople: What Really Works
Motivating Salespeople: What Really Works
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发表时间：
2012-07
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通讯作者：
Thomas J. Steenburgh;M. Ahearne
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作者：
Thomas J. Steenburgh;M. Ahearne
没有一支销售队伍完全是由明星组成的;销售人员通常主要是由可靠的执行者组成的，还有一小群落后者和呼风唤雨者。尽管大多数薪酬计划都把这三个群体当作一回事，但研究表明，每一个群体的动机都不同。通过在激励计划中考虑这些差异，公司可以从所有销售人员那里获得更好的业绩。作为最大的骨干，核心绩效人员通常代表着最大的机会，但他们往往被激励计划所忽视。比赛的奖品在性质和价值上各不相同（并不都是明星），这将激励他们加大努力，分层目标将引导他们沿着业绩曲线向上。研究显示，落后者需要季度奖金才能保持在正轨上;当他们只有年度奖金时，他们的收入将下降10%。这一群体也受到社会压力的激励，尤其是来自销售岗位上的新人才。明星往往在薪酬计划中得到最多的关注，但公司往往误入歧途，通过限制佣金来控制成本。如果公司转而取消佣金上限，并为超额完成任务支付额外费用，他们将看到销售额真的大幅上升。关键是不要把销售薪酬当作一项需要控制的开支，而是要把它当作一个需要管理的投资组合。这样做的公司将获得更高的回报。
No sales force consists entirely of stars; sales staffs are usually made up mainly of solid perfomers, with smaller groups of laggards and rainmakers. Though most compensation plans approach these three groups as if they were the same, research shows that each is motivated by something different. By accounting for those differences in their incentive programs, companies can coax better performance from all their salespeople. As the largest cadre, core performers typically represent the greatest opportunity, but they're often ignored by incentive plans. Contests with prizes that vary in nature and value (and don't all go to stars) will inspire them to ramp up their efforts, and tiered targets will guide them up the performance curve. Laggards need quarterly bonuses to stay on track; when they have only annual bonuses, their revenues will drop 10%, studies show. This group is also motivated by social pressure-especially from new talent on the sales bench. Stars tend to get the most attention in comp plans, but companies often go astray by capping their commissions to control costs. If firms instead remove commission ceilings and pay extra for overachievement, they'll see the sales needle really jump. The key is to treat sales compensation not as an expense to rein in but as a portfolio of investments to manage. Companies that do this will be rewarded with much higher returns.