Motivating Sales Engineers in the Industrial Business Essay -- Busines

Introduction Salespeople are often internally driven and self-motivated (Srivastava and Rangarajan, 2008), and are increasingly becoming consultants who sell value-added services (Smith and Rupp, 2003). Nowadays more industrial companies employ sales engineers (SE) and therefore they represent an emerging class of knowledge workers on sales (Darr, 2002). I will first describe my experience in Festo, before briefly addressing some theories about motivation, related to it. Was there a mismatch between theory and business as I knew it? If so, I will try to identify it, and to explain why Festo's incentives failed with me. Finally, I will suggest how Festo should have motivated its SE, based on the theory previously discussed. What is a SE? I have mainly worked as a salesperson, although having studied engineering. Then, let me ask: what is a SE? A salesperson with a strong technical knowledge on the field he/she is selling. Furthermore, a SE could be defined as a technical-consultant salesperson or a knowledge worker (Darr, 2002). These ideas somehow extend Lidstone's definition of a technical salesperson: someone who sells industrial products, equipment or highly engineered components; put a major emphasis in his/her know-how, are often worried with technical details, and tends to forget his/her job is to sell (1995). SE at Festo Festo Argentina had around 20 SE (2007) nationwide (from a workforce of 120), half of them farther away than 400 miles from main office. Every SE had a different emotional background (psychological characteristics), engineering field (industrial, electronic, mechanical), and socioeconomic situation (some married, others young and single; well-off, working class, etc.). We were distributed geograp... .../2010]. Pritchard, R. and Ashwood, E. (2008). Managing motivation: a manager’s guide to diagnosing and improving motivation. New York: Taylor & Francis Group, LLC. Smith, A. and Rupp, W. (2003). An examination of emerging strategy and sales performance: motivation, chaotic change and organizational structure. Marketing & Intelligence Planning, 21/3, pp.156-167. Smyth and Murphy (1969). Compensating and motivating salesmen. New York: American Management Association. Srivastava, R. and Rangarajan, D. (2008). Understanding the salespeople’s â€Å"feedback-satisfaction† linkage: what role does job perceptions play?. Journal of Business & Industrial Marketing, 23/3, pp. 151–160. Steers, R. and Porter, L. (1987). Motivation and work behaviour, 4th edition. New York: McGraw-Hill Inc. Stewart, G. (1994). Successful Sales Management, 3rd edition. London: Pitman Publishing. Motivating Sales Engineers in the Industrial Business Essay -- Busines Introduction Salespeople are often internally driven and self-motivated (Srivastava and Rangarajan, 2008), and are increasingly becoming consultants who sell value-added services (Smith and Rupp, 2003). Nowadays more industrial companies employ sales engineers (SE) and therefore they represent an emerging class of knowledge workers on sales (Darr, 2002). I will first describe my experience in Festo, before briefly addressing some theories about motivation, related to it. Was there a mismatch between theory and business as I knew it? If so, I will try to identify it, and to explain why Festo's incentives failed with me. Finally, I will suggest how Festo should have motivated its SE, based on the theory previously discussed. What is a SE? I have mainly worked as a salesperson, although having studied engineering. Then, let me ask: what is a SE? A salesperson with a strong technical knowledge on the field he/she is selling. Furthermore, a SE could be defined as a technical-consultant salesperson or a knowledge worker (Darr, 2002). These ideas somehow extend Lidstone's definition of a technical salesperson: someone who sells industrial products, equipment or highly engineered components; put a major emphasis in his/her know-how, are often worried with technical details, and tends to forget his/her job is to sell (1995). SE at Festo Festo Argentina had around 20 SE (2007) nationwide (from a workforce of 120), half of them farther away than 400 miles from main office. Every SE had a different emotional background (psychological characteristics), engineering field (industrial, electronic, mechanical), and socioeconomic situation (some married, others young and single; well-off, working class, etc.). We were distributed geograp... .../2010]. Pritchard, R. and Ashwood, E. (2008). Managing motivation: a manager’s guide to diagnosing and improving motivation. New York: Taylor & Francis Group, LLC. Smith, A. and Rupp, W. (2003). An examination of emerging strategy and sales performance: motivation, chaotic change and organizational structure. Marketing & Intelligence Planning, 21/3, pp.156-167. Smyth and Murphy (1969). Compensating and motivating salesmen. New York: American Management Association. Srivastava, R. and Rangarajan, D. (2008). Understanding the salespeople’s â€Å"feedback-satisfaction† linkage: what role does job perceptions play?. Journal of Business & Industrial Marketing, 23/3, pp. 151–160. Steers, R. and Porter, L. (1987). Motivation and work behaviour, 4th edition. New York: McGraw-Hill Inc. Stewart, G. (1994). Successful Sales Management, 3rd edition. London: Pitman Publishing.