Sales Performance Barometer 2012
•
8 gefällt mir•3,220 views
Presentation of the sales survey 2012 results. What are the differences between high and low performers? How satisfied are sales people? What would increase their performance? These are some of the questions addressed in this survey.
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Andere mochten auch (7)
Ähnlich wie Sales Performance Barometer 2012
Ähnlich wie Sales Performance Barometer 2012 (20)
Mehr von Antwerp Management School
Mehr von Antwerp Management School (11)
Sales Performance Barometer 2012
- 2. SALES BAROMETER 2012 The results presented in this presentation BELGIUM 143 ORGANISATIONS are based on a survey of sales people The survey was performed in Belgium and To avoid having one the sales people from performed by Sales Cubes, StoreCheck was send out to French and Dutch speaking one organisation dominating the results we Magazine and Kluwer Education. sales people. only allowed a limited set of participants by organisation. In total sales people of about 143 organisations participated in the survey. 2012 ONLINE SURVEY The survey was performed during the first The survey was performed using an online six months of 2012. questionnaire.
- 3. SALES BAROMETER 2012 WHAT WE MEASURED AND WHY SALES PERFORMANCE MOTIVATION The measures are based on a validated What are the differences between the What are the consequences of lower cause and effect model of sales force HIGH and LOW performers? and higher levels of intrinsic performance. . motivation? 2012 SITUATION LOYALTY MAIN FINDINGS What is the current state of sales in What are the differences between the What are the main points to take away Belgium? HIGH and LOW loyal sales people? from this presentation?
- 4. SALES BAROMETER 2012 DRIVERS AND RELATIONSHIPS
- 7. SALES BAROMETER 2012 Source: OCEAN MODEL Also known as the Big Five personality traits from Costa & McCrae and emerged in 1992.
- 8. SALES BAROMETER 2012 CONFRONTATIONAL Source: OCEAN MODEL 5 main personality factors are: • Agreeableness • Emotional Stability • Conscientiousness • Openness • Extraversion HARD WORKING SOCIAL
- 9. SALES BAROMETER 2012 Source: OCEAN MODEL Low-Perf High-Perf 5 main personality factors are: • Agreeableness • Emotional Stability • Conscientiousness • Openness • Extraversion More extravert
- 12. SALES BAROMETER 2012 WHY ARE SALES PEOPLE WORKING IN SALES? How do sales people see their sales role: - a JOB to earn a living - a CAREER decision - a CALLING
- 14. SALES BAROMETER 2012 5 type of knowledge are measured: • Product Knowledge • Competitor Knowledge • Market Knowledge • Sector Knowledge • Customer Knowledge
- 15. SALES BAROMETER 2012 Have overall much more knowledge 5 type of knowledge are measured: • Product Knowledge • Competitor Knowledge • Market Knowledge • Sector Knowledge • Customer Knowledge
- 17. SALES BAROMETER 2012 How many visits do sales people make on a weekly basis?
- 18. SALES BAROMETER 2012 What is the ratio of selling versus non- selling time? Selling Time Non Selling Time
- 19. SALES BAROMETER 2012 How different do high and low performers manage their time? Low performers spend significantly more time on 4,3 8,4 none sales related activities. High performers claim to work 10% more than 1,9 1,6 their low performing colleagues. 0,5 1,6 5,2 2,1 8,4 4,0 8,5 5,9 0,8 0,4 Work more 7,0 hours 4,7 8,3 11,1 45 40
- 20. SALES BAROMETER 2012 Source: Mihaly Csikszentmihalyi “A dynamic state that characterizes consciousness when experience is attended to for its own sake.”
- 21. SALES BAROMETER 2012 How satisfied are you with your sales targets?
- 22. SALES BAROMETER 2012 STRETCH TARGTS The performance standards in your Sales people believe that their manager set targets that are actually not attainable. organisation are: Expectancy theory teaches us that targets that are perceived out of reach will not • Attainable motivate sales people. • Fair • Flexible SAME FOR EVERYONE Sales people believe that the targets are not fairly attributed among the sales people. Workload and potential needs to be taken into account. Equity theory teaches us that sales people want to be treated fairly and will compare targets, efforts and results with their peers. Attainable THINGS CHANGE Fair Sales people believe that the targets are no flexible enough and do not represent the changes that their sales environment goes through. Flexible 1 3 5 7
- 24. SALES BAROMETER 2012 How satisfied are you with your company’s reward system?
- 25. SALES BAROMETER 2012 In your current company what would make you more successful: 52% Greater Marketing Support and Initiatives 41% More Generous Commission Scheme 40% Greater Administrative Support 0% 40% 80%
- 27. SALES BAROMETER 2012 How do sales people perceive their managers? - Extent of Supervision, amount of attention 2008 2012 - Coaching, quality and quantity - Training, quality and quantity Perception improved
- 29. SALES BAROMETER 2012 What elements - Work Overload 2008 2012 - Role Conflict - Autonomy - Role Perception Less role conflicts Better role perception
- 30. SALES BAROMETER 2012 MYTH BUSTED Sales People tend to be confrontational, emotionally stable, hard working, extravert. INTRINSIC MOTIVATION Sales People who are intrinsically motivated in a career in sales are more likely to become high performers. PEOPLE LEAVE MANAGERS NOT COMPANIES Investing time and resources in training and managing sales people lead to more satisfied sales people, be better performance and high employee loyalty. COMPLEX VERSUS SIMPLE SALES ROLES Sales people in more complex sales roles such as KAM and Business Development experience more role conflict, work overload and experience less job satisfaction than their colleagues in simple sales positions.
- 31. SALES BAROMETER 2012 Bechmarking sectors Comparing the sales results from the FMCG sector with those of the other sector.
- 32. SALES BAROMETER 2012 High-Perf Low-Perf More More More Better More Extravert Motivated Knowledge MANAGEMENT SATISFIED Attainable TARGETS Clearer ROLES
- 33. SALES BAROMETER 2012 What would make sales people more successful in their current organisation?
- 34. SALES BAROMETER 2012 GREATER MARKETING SUPPORT AND INITIATIVES
- 35. SALES BAROMETER 2012 PERSONALITY ROLE PERCEPTION KNOWLEDGE TIME MANAGEMENT
- 36. SALES BAROMETER 2012 Bechmarking sectors
- 38. SALES BAROMETER 2012 BENCHMARK One in five sales people is actively looking for another job.
- 39. SALES BAROMETER 2012 Loyal Disloyal More Better SATISFIED MANAGEMENT Attainable TARGETS Clearer ROLES Fewer CONFLICTS and OVERLOAD
- 40. SALES BAROMETER 2012 What are most important things you are looking for in a new employer?
- 44. SALES BAROMETER 2012 CALLING CAREER JOB Higher Better More PERFORMANCE MANAGEMENT SATISFIED More EXTRAVERT Clearer Attainable AND OPEN ROLES TARGETS
- 45. SALES BAROMETER 2012 What is the relationship between loyalty and mindset?
- 46. SALES BAROMETER 2012 PERFORMANCE Lower intrinsic motivation leads to lower sales performance. EMPLOYEE SATISFACTION Sales People who perceive their work as a job are less satisfied with their work and are less committed to the well being of the organisation. LOYALTY 1 out of 3 sales people who perceive their work as a job are actively seeking another job.
- 48. SALES BAROMETER 2012 Redefining perception of the type or nature of tasks or relationships involved in one’s job. Sales People change cognitive, tasks and Cognitive crafting consists of altering how employees see their job by changing the relational boundaries to shape interactions way people think about relationships among their tasks, and what their job is and relationships with others in their work relationally. environment. These changes the design and social environment of their work and this their meaning and work identity. Altering the scope or nature of tasks or creating new tasks. While organizations give people job responsibilities that define what it is they should be doing, sometimes people decide that they'll instead define some of these responsibilities for themselves. Altering the extent or nature of relationships or creating new relationships. People often decide how frequently they interact with others on the job, who they talk with in order to execute their work, or who they define as being involved in their job. Changing the context or environment in which tasks are performed. The place and time when tasks are performed does influence ones relationship with the task itself.
- 49. SALES BAROMETER 2012 SELF DETERMINATION INTRINSIC MOTIVATION the proper question is not, “The most beautiful fate, the ‘How can people motivate most wonderful good fortune others?’ but rather, ‘How can that can happen to any human people create the conditions being, is to be paid for doing within which others will that which he passionately motivate themselves.‘ loves to do.”
- 50. SALES BAROMETER 2012 WHERE WE ARE & HOW TO CONTACT US. We are in Anselmostraat 53 2018 Antwerp Belgium
- 51. SALES BAROMETER 2012 FOR YOUR ATTENTION