In looking at the plan, Jane noticed that it necessitated that sales team members already have established contacts in the field, existing customers whose orders, were typically at a high level, and the experience and savvy to coax more sales from those customers.In looking at the plan, Jane noticed that it necessitated that sales team members already have established contacts in the field, existing customers whose orders, were typically at a high level, and the experience and savvy to coax more sales from those customers.

You’re in the Manager’s Seat

What Motivates People?

In the Module One overview, we looked at a situation in which Jane discovered that Larry, her co-manager, created and implemented a bonus plan that appeared to be custom-made for two employees, but almost impossible to achieve for just about everyone else.

Bonus Plan

In looking at the plan, Jane noticed that it necessitated that sales team members already have established contacts in the field, existing customers whose orders, were typically at a high level, and the experience and savvy to coax more sales from those customers.

Inexperienced Reps

Since most of the sales force was relatively new, they lacked the existing customer base or sales expertise to quality for this bonus.

Larry’s Office

Jane mentioned this to Larry, who defended the plan by saying that he realized that almost no salespeople would qualify for the bonus right away, but he felt it was a strong motivator and that the newer folks would strive toward achieving the bonus over the next couple of years.

In the meantime, he figured those not meeting the bonus could watch Samuel and James’s interaction with their customers and hopefully learn from them.

Discussion: What Motivates People?

In thinking about Larry’s bonus plan, who does the plan appear to motivate? What about those who are not able to make the bonus anytime soon; does this motivate them in any way? Could there be a better way to design a bonus plan?

 

OL

125

 

Module Two

 

Welcome

 

You’re in the Manager’s Seat

 

What Motivates People?

 

In the Module One overview, we looked at a situation in which Jane discovered that Larry, her co

manager, created

and implemented a bonus plan that appeared to be custom

made for two employees,

but almost impossible to achieve for just about everyone else.

 

Bonus Plan

 

In looking at the plan, Jane noticed that it necessitated that sales team members already have

establ

ished contacts in the field, existing customers whose orders

,

 

were

typically at a high level, and the

experience and savvy to coax more sales from those customers.

 

Inexperienced Reps

 

Since most of the sales force was relatively new, they lacked the existi

ng customer base or sales

expertise to quality for this bonus.

 

OL-125

Module Two

Welcome

You’re in the Manager’s Seat

What Motivates People?

In the Module One overview, we looked at a situation in which Jane discovered that Larry, her co-

manager, created and implemented a bonus plan that appeared to be custom-made for two employees,

but almost impossible to achieve for just about everyone else.

Bonus Plan

In looking at the plan, Jane noticed that it necessitated that sales team members already have

established contacts in the field, existing customers whose orders, were typically at a high level, and the

experience and savvy to coax more sales from those customers.

Inexperienced Reps

Since most of the sales force was relatively new, they lacked the existing customer base or sales

expertise to quality for this bonu

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