Discuss the below:
Instructor:
Paul
Should salespeople be furnished with complete statistics, not only on their own performance, but on the performances of other salespeople as well, and on the company as a whole? Provide detailed justification of your views, including what you see as advantages and disadvantages.
Spiro, R. L., Rich, G. A., & Stanton, W. J. (2008). Management of a sales force (12th ed., Pg.). New York: McGraw-Hill/Irwin.
Student:
May
Salespeople should be furnished with sales statistics not only of their own performance, but of other salespeople and of the company as a whole if the purpose of doing this is to motivate those that are just average at selling. Selling is a hard job and salespeople need to trained, given support, and most of all motivated. Seeing the performance of other sale reps and their incentives rewards can motivate the others to work harder to achieve the same incentives.The company strategy must be to motivate their reps to build real relationships with their customers and this in turn should increase each customer business and increase the value of each customer to the company. The disadvantage of this could be tention between high sale reps and average sale reps in that could create a situation that is so competitive it becomes unhealthy. Unhealthy like reps sabotaging each other as sales reps. Companies need to monitor how sales reps use this data frequently once it is released. Another disadvantage would be that the sales reps looks at disclosing this info as being a private matter and that everyone should receive incentives based on the work they put out and not off the shoulders of others.
Instructor:
Rene
Consider the last time you had to negotiate something. How do you perceive yourself as a negotiator? What cognitive mistakes have you made in the past and how could you have avoided these mistakes?
Student:
Rene
I was a successful negotiator for many years as a corporate recruiter, regularly not only meeting baseline expectations but exceeding them. In the hundreds in interviews
I conducted, I was able to quickly ascertain the "need behind the need" for many applicants, understanding not only thier primary motivators for emplopyment but which negotiation points
were considered to be baseline needs. As long as I addressed these basic needs by showcasing how my firm could meet them, I was free to come down on every other of their demand.
Though, I did engage in overestimation of my value. I always assumed the position of power, or them needing me and not the other way around. It was this assumption that allowed to maintain the
upper-hand, but perhaps also led to alienation and the loss of potentially outstanding future employees.
I could have avoided such a mistake by learning more about the applicant, taking due time to consider thier qualifications and unique skillsets that could have brought added value to the firm.