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How to Really Motivate Salespeople

By: Doug J. Chung
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Abstract

Much of what we believe about the best ways to compensate and motivate the sales force is based on theory and lab experiments. But in the past decade, researchers have been moving out of the lab and into the field, analyzing companies' sales and pay data, and conducting experiments involving actual salespeople. The findings from this new wave of research support some current compensation practices but call others into question. For example, studies clearly show that caps on commissions hurt sales. If managers must retain a cap, they should set it as high as possible to avoid reducing reps' incentives. Although overly complicated compensation systems have their downsides, research has found that a system needs to include enough elements (such as quarterly performance and overachievement bonuses) to keep high performers, low performers, and average performers engaged throughout the year. Managers should be careful in setting and adjusting quotas. For instance, studies show that ratcheting (raising a salesperson's annual quota if he or she exceeded it the previous year) dampens motivation. The research also suggests that it's important to pay attention to the timing of bonuses: a reward given at the end of a period is more motivating than one given at the beginning.

Keywords

Sales; Compensation; Motivating People; Motivation And Incentives; Compensation And Benefits; Sales

Citation

Chung, Doug J. "How to Really Motivate Salespeople." Harvard Business Review 93, no. 4 (April 2015): 54–61.
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About The Author

Doug J. Chung

Marketing
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  • The Air War Versus the Ground Game: An Analysis of Multi-Channel Marketing in U.S. Presidential Elections By: Lingling Zhang and Doug J. Chung
  • Price Bargaining and Competition in Online Platforms: An Empirical Analysis of the Daily Deal Market By: Lingling Zhang and Doug J. Chung
  • A Practical Approach to Sales Compensation: What Do We Know Now? What Should We Know in the Future? By: Doug J. Chung, Byungyeon Kim and Niladri B. Syam
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