What Makes Sales Reps Tick?

That's exactly what we did (anonymously) - we asked 500 sales reps from 12 companies in a wide range of sectors: automobile, telecom, banking, advertising, computing materials, intelligence, etc.

Within the group of sales reps we questioned, 56% said they were motivated or highly motivated - a good score that can be attributed to sales managers. They've long understood that sales reps work better with incentive of "the carrot and not the stick." This high rate is even more remarkable considering that sales reps are convinced that their level of motivation explains their results.
In fact, when asked to name the factor that most contributed to them reaching their goals, 59% of sales reps we questioned attributed it first to their level of motivation, followed by their behavioral skills, and finally - trailing far behind - the organization of their work.

Do sales reps, then, see life through rose-tinted glasses? Not at all. They even express some deep dissatisfaction. First, of course, their pay. In all satisfaction surveys, salary is traditionally the primary source of dissatisfaction. However, it is interesting to note that among the top 25% most motivated, satisfaction with pay is significantly higher. A catch-22 debate, much like the adage of the chicken and the egg.

Does satisfaction with pay come from motivation or are they motivated because they deem their pay to be good?
We're tempted to play it simple and say that pay doesn't boost motivation but can risk being a cause of de-motivation. In fact, when you compare the sales reps' comments on their motivation with objective information on their pay, there's no doubt that motivation levels vary widely along with the impact of the commitment level and results on pay.

Most of the motivated and highly motivated sales reps had a commission bonus amounting to 25%-50% of total pay: 67% compared with an overall figure of 56%. Aside from pay, it is interesting to note that there are only three key motivational aspects that bring more satisfaction to sales reps: the extent to which their opinions are taken into account, their prospects for professional development, and encouragement from their superiors.

Only 29% of sales reps are satisfied and motivated by their development prospects. This level is even lower for those who are better qualified.
This figure begs the question about staff recruitment and HR policy on sales reps. They have to consider the collapsing hierarchical pyramids which limit visibility, on the one hand, and the growing need to have high-level contacts, on the other hand.
It is also surprising to note that while length of service does not affect the reported motivation level, the impact on the position is very clear. As for encouragement and taking opinions into account, these are obvious. We're talking about the likely result of day-to-day neglect rather than anything intentional on the part of superiors.
Sales reps ask their superiors to continue improving the quality of daily management, but above all, to set real prospects for professional development and pay.

This survey shows, then, that if companies want to rely on their sales team, they should not forget to set up genuine HR initiatives that allow for the development of sales positions.