激励销售人员:真正有效的方法。

IF 9.1 4区 管理学 Q1 BUSINESS Harvard business review Pub Date : 2012-07-01
Thomas Steenburgh, Michael Ahearne
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引用次数: 0

摘要

没有哪支销售队伍完全由明星组成;销售人员通常主要由业绩稳定的人组成,还有少数表现不佳的人和制造麻烦的人。尽管大多数的薪酬计划都把这三个群体看作是一样的,但研究表明,每一个群体的动机都是不同的。通过在激励计划中考虑到这些差异,公司可以让所有销售人员表现得更好。作为最大的骨干,核心员工通常代表着最大的机会,但他们往往被激励计划所忽视。奖励性质和价值各不相同的比赛(不都是明星奖)将激励他们加大努力,分层目标将引导他们提高绩效曲线。落后者需要季度奖金来维持业绩;研究表明,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驱使,尤其是来自销售岗位上的新人才。在薪酬计划中,明星往往最受关注,但公司往往会误入歧途,通过限制佣金来控制成本。如果公司取消佣金上限,并为超额业绩支付额外报酬,他们将看到销售指针真正跃升。关键在于,不要将销售薪酬视为一项需要控制的支出,而是要将其视为一种需要管理的投资组合。这样做的公司将获得更高的回报。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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Motivating salespeople: what really works.

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.

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来源期刊
CiteScore
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期刊介绍: HBR covers a wide range of topics, including strategy, leadership, organizational change, negotiations, operations, innovation, decision making, marketing, finance, work-life balance, and managing teams. We publish articles of many lengths (some in both print and digital forms, and some in digital only), graphics, podcasts, videos, slide presentations, and just about any other media that might help us share an idea effectively.
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