Founded in 1988 by
Buck Bierly and headquartered in suburban Philadelphia, we are
dedicated to helping our bank clients translate their business
objectives into business results by continually improving their
day-to-day sales management and sales processes.
All the data on sales
performance point in the same direction: sales teams that are
highly focused and well managed win business more often.
The Question of Sales
Force Motivation
All sales people
want to be successful. They want to win — to exceed their goals,
to max out their incentive plan, to be in the top of their peer
group. Yet many sales people continue to perform at average
levels. Is it a question of motivation? No. In most
cases, if they knew how to perform at a higher level they would.
As one bank sales manager said, “My average performers want
to win, they’re good people.” But in most cases they don’t
know how to win. They need a more complete
system of tools, support, and motivation:
one that develops the strategies, tactics, skills and behaviors
that will enable them to win. Providing this system is the primary
responsibility of the sales management team in a bank.
In the ideal sales
force all salespeople are intrinsically motivated. They have
within themselves all the attributes to be highly successful
in a competitive sales environment. Each salesperson has well-developed
cognitive skills, language skills
and social skills .
In addition, each has a high degree
of personal discipline , a passion
and interest for selling, and a sense of urgency
to get things done.
What percentage of
a typical bank sales team has all these attributes? In most
organizations, 10-15% of the sales force matches the ideal.
These highly motivated, talented individuals need minimal guidance
to be successful in developing business. But the rest
of the sales team typically does not have the same skills or
level of internal motivation.
Most inexperienced
sales managers think they need only two “motivators” when working
with average performers— goals and money. But when we look at
the best performing sales forces in banking, we see a combination
of support structures and extrinsic motivators at work. Successful
sales managers provide their teams with clear direction, ongoing
guidance, feedback, recognition and peer influence. Motivation
is more than inspiration--it involves coaching people in the
"how to win" techniques that ensure success year after
year.
| Intrinsic Attributes and Motivators
|
Support Structures |
Extrinsic Motivators |
| Critical Thinking Skills |
Clear Direction |
Challenging Goals |
| Language Skills |
Ongoing Guidance |
Visible Accountability |
| Social Skills |
Immediate Feedback |
Monetary Incentives |
| Aptitude for Technology |
Recognition of Performance |
|
| Personal Discipline |
Peer Influence |
|
| Passion and Interest |
|
|
| Sense of Urgency |
|
|
We work with our bank clients to
build the sales and sales management processes that produce
sustainable sales performance. Please visit other areas of our
web site for additional information about our capabilities or
call us to discuss your bank's specific needs.
