MANAGEMENT


In contrast, reps who are allowed to develop their own plans are commit- ted to their plan’s success and are more loyal to the company. Even with limited opportunities for management promotion, reps receive a feeling of growth when allowed to manage their territories.


Second, measure performance against the rep’s plan – not just sales numbers. Commissions can still be paid on sales results, but performance should be measured by the things that drive sales. Performance against plan includes new-account calls, new- account development, proposals and presentations, and other activities outlined in the plan. Reps are more loyal to companies that outline what they will be evaluated on. Yet most companies do not do that. Third, invest in development. A client once asked me, “Why do sales training when they will leave?” I responded, “What if you don’t train them and they stay?” Top reps want to work for a company where there are expectations, skills, and standards for the sales team. To perform to the standard, reps must be trained for higher performance, and expectations must be raised. Often, companies set performance standards based on current performance – not the per- formance that will deliver results the company wants. When reps cannot perform to this higher standard, they need to be trained. You can raise performance standards by training reps quarterly on sales skills, territory management, and other business skills. Then en- force performance to those standards. You’ll find that the top reps ap-


preciate being valued and expected to contribute more. Laggard reps will rebel against higher standards and, rather than perform to a higher level, will seek other employment. Thus, top reps become more loyal, and low- performing reps will move to other companies that accept lower levels of performance. 


THE SALES MANAGEMENT BOOK


Positive Point You’ll hear “no” more often than you’ll hear “yes.” Expect it. Greet it. Get beyond it.


SELLING TIP How to Identify the Six Basic Buying Motives


For self-improvement, to reduce costs, or for pure enjoyment – the num- ber of buying motives can make a salesperson’s head spin. But don’t worry. They all can fit neatly under one of the following six categories. Once you identify the category, you can then concentrate on matching your product’s benefits to your buyer’s true motive and end your sales presentation with a signed purchase order. 1. Profit or Gain: Save money, make money, economy, more profit, more sales, longer wear, and personal advancement.


2. Fear of Loss: Reduce costs; prevent loss; guarantee; safety; save time; protect property, health, or loved ones; long wear; security; no risk; no blame; and insurance.


3. Comfort and Pleasure: Enjoyment, good health, comfort, good food and drink, good housing, beauty, sexual attraction, entertainment, sports, recreation, improved employee morale, and keep and attract better employees.


4. Avoidance of Pain: Protection, relief from pain, less work, save time, security, safety, good health, no worry, more attractive, reduce loss.


5. Love and Affection: Family, social approval, beauty, admiration, security of loved ones, loyalty, friendship, better public relations, and better employee relations.


6. Pride and Prestige: Social acceptance, desire to possess, style, fash- ion, high quality, learning, advancement, admiration, imitation, self- improvement, honors, recognition, leadership, improved product, beat competition, higher sales, and good public image. How can you identify your prospect’s strongest buying motives? Here are some suggestions.


First, ask questions. “If I could help you save three minutes on each machine operation, would you be interested?” Second, listen for volunteered comments. For example, if the prospect says, “I wish I had more time to go camping,” the salesperson might emphasize the labor-saving, time-saving benefits that result from using the product. Third, listen to comments during the presentation. The auto customer asks, “How fast will it go?” Now the salesperson can assume the prospect is more interested in speed or prestige than in economy of operation. Finally, observe. Study the prospects, their surroundings, evidence of hobbies, and products they now use. To make the sale, learn the motive! – HOMER B. SMITH


12 | DECEMBER 2016 SELLING POWER © 2016 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.


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