Running Head

You Decide: Forecasting and Territories Bri L. Bridges Keller Graduate School of Management

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Abstract The main objectives of this case have been to determine the effectiveness of the motivational tactics utilized by sales management. The theories questioned here are that of: How might this sales manager's post-sales coaching session have been improved? What would you have done differently? What could he have said? How could he have helped Joe during the sales call? Should the sales manager have behaved differently on the call? Through research and personal experience I have set out to explore the aforementioned questions. My research consists of textbook applications, methodologies and insight. Personal experience allows me to place myself in the position of both the employee and the sales manager to give a conclusive overview of the situation at hand. Main Body Motivation is a great tool. It is what can drive a force to strive from good to great. It is that one degree that can take water from boiling to steam. It is vastly important and imperative for any company or sales person to grow and flourish. However, motivation is a difficult objective to accomplish. Much of a sales force contains different personalities, attitudes, and various goals. Coupled with this is ensuring inclusion in company goals, market environment and keeping a satisfied customer. So although motivation is necessary, it is also difficult to drive and steer without intrinsic assistance from your sales person. Within this case it seems as if Joe is very unsure of his abilities. He seems as if hes lacking an inherent ability to want to succeed. During his interaction with the client there was a lack of being personable. Had he been more personable he may have divulged the needs of his customer and been able to leverage that into why his product was a necessity for them. He

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would have easily been able to relay the ease of use and how the remote access would be a great feature for them. Seeing that this did not occur and Joe is already lacking in meeting his sales quota there are a couple of things his sales manager could have done differently to motivate Joe toward success. The sales manager was very abrasive with Joe. He rambled about what Joe did not do and not what he can do to change this around for next time. He wondered numerous things but did not speak on them. He could have asked Joe did he build a rapport first. If not, why and drive home the importance of doing so. He should have taken more of a coaching approach rather than badgering him about his negligence. Positive reinforcement is a wondrous tool that would have been applicable here. He could have had Joe tell him what he did wrong instead of pointing it out. This way Joe would be cognizant of his mistakes and more apt not to repeat them. The sales call was the real-time application to ensure that Joe could close the deal. I think that before the call the manager should have asked some imperative questions. Assurance of the work that Joe already completed would have given the sales manager a clear direction for the call. He would have been aware that Joe neglected to create a relationship with the client and could have steered the conversation in that direction first. Management is there to guide and the sales manager has to be aware of that because Joes inattention will only trickle up to the managers inattention; hence why he was anxious about the Vice President coming down on him. Had these precautions been taken the manager would have acted differently on the call. He would have been armed with the proper information to ensure that the deal would be closed. Instead he was irritable and fidgety which translated into the loss of a sale. The sales manager should have been more confident in his own abilities to close the call. He should have noticed the things that Joe was saying and instead of try this and try that he should have given clear,

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concise direction on what Joe needed to do. Even if it took for him to almost script out what Joe needed to say to the client. However, if the visit had not gone so well and the entire staff declined having the product in their office they should have explored other options. The sales manager should know and have the expertise of understanding when to chase a sell and when to abandon it. Again the manager is supposed to be the exemplary definition of how to make a sale. If hes fidgety and unsure how his sales can force follow in his footsteps. In conclusion, success starts with management. It takes them to set the pace and set the tone for the sales force. It is also their function to provide motivation to their staff. They have to also know how to navigate what is important, when to abandon a sale and when to provide coaching that is constructive and not destructive. The manager here should have kept his composure and ensured that the sale was made by providing positive reinforcement and guidance that was productive. The manager should have taken control and managed the situation and not waited until the end of the call to tell Joe that entire he did wrong and how he could have made the sell. He should have shown Joe what to do and how to do it. It is imperative that management does just that. This type of motivation pretentiously has the ability to create greater sales and greater sales people.

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References (2007). Cultivating customer relationships. Solutions for your healthcare call center, March(2007), Retrieved from http://www.lvmsystems.com/dialogue/2007/dialogue_032007.pdf Padam, T. (2011, March 17). Cultivate existing customers. Retrieved from http://www.businessweek.com/smallbiz/tips/archives/2011/03/cultivate_existing_custom ers.html Spiro, R., Stanton, W. J., & Rich, G. A. (2008). Management of a sales force. New York: Irwin Professional Pub.