Salespeople Motivation Essay -- Human Resources

Introductiongross revenuepeople be often internally driven and self-motivated (Srivastava and Rangarajan, 2008), and are increasingly becoming consultants who sell value-added services (Smith and Rupp, 2003). Nowadays more industrial companies utilize sales engineers (SE) and therefore they represent an emerge class of fellowship workers on sales (Darr, 2002). I will first discuss my experience in Festo, ahead briefly addressing some theories about motivation, related to it. Was there a mismatch between theory and business as I knew it? If so, I will try to identify it and to explain why Festos incentives failed with me. Finally, I will suggest how Festo should have motivated its SE, based on the theory discussed.What is a SE? Although having studied engineering, I have mostly worked as a salesperson. Thus, I can ask what is a SE? A salesperson with a strong technical knowledge on the field he/she is selling. Furthermore, a SE could be defined as a technical-consultant salesper son or a knowledge worker (Darr, 2002). These ideas in some manner extend Lidstones (1995) definition of a technical salesperson someone who sells industrial products, equipment or highly engineered components, has a major emphasis is his/her technical know-how but are often worried with technical details and tends to forget his/her job is to sell. SE at FestoFesto Argentina had around 20 SE (2007) nationwide (from a hands of 120), half of them farther away than 400 miles from main office. Needless to mention, every SE had a different emotional background (psychological characteristics), engineering field (industrial, electronic, mechanical), and socioeconomic situation (some married, some young and single middle-aged, well-off, working class, etc.... .../2010.Pritchard, R. and Ashwood, E. (2008). Managing motivation a managers guide to diagnosing and improving motivation. New York Taylor & Francis Group, LLC. Smith, A. and Rupp, W. (2003). An examination of emerging strategy and sales performance motivation, chaotic change and organizational structure. Marketing & Intelligence Planning, 21/3, pp.156-167.Smyth and Murphy (1969). Compensating and motivating salesmen. New York American Management Association.Srivastava, R. and Rangarajan, D. (2008). apprehension the salespeoples feedback-satisfaction linkage what role does job perceptions play?. Journal of Business & Industrial Marketing, 23/3, pp. 151160.Steers, R. and Porter, L. (1987). Motivation and work behaviour, 4th edition. New York McGraw-Hill Inc.Stewart, G. (1994). Successful Sales Management, 3rd edition. London Pitman Publishing.