Motivating Sales Engineers in the Industrial Business Essay -- Busines

IntroductionSalespeople atomic number 18 a lot 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 gross 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 presently addressing some theories about motivation, related to it. Was there a twin between theory and business as I knew it? If so, I will try to line it, and to explain why Festos incentives failed with me. Finally, I will suggest how Festo should endure motivated its SE, based on the theory previously discussed.What is a SE? I conduct mainly worked as a salesperson, although having studied engineering. Then, let me want what is a SE? A salesperson with a strong technical knowledge on the field he/she is selling. Furthermore, a SE could be delimitate as a technical-consultant salesperson or a knowledge worker (Darr, 2002). These ideas somehow convey Lidstones 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 FestoFesto 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 puppyish and single well-off, working class, etc.). We were distributed geograp... .../2010.Pritchard, R. and Ashwood, E. (2008). Managing motivation a managers guide to diagnosing and improving motivation. New York Taylor & Francis Group, LLC. Smith, A. and Rupp, W. (2003). An examination of e merging strategy and sales writ of execution 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 salespeoples feedback-satisfaction linkage what determination does job perceptions play?. Journal of Business & Industrial Marketing, 23/3, pp. 151160.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 endeavor -- BusinesIntroductionSalespeople 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 Festos 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 Lidstones 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 FestoFesto 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 managers 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 salespeoples feedback-satisfaction linkage what role does job perceptions play?. Journal of Business & Industrial Marketing, 23/3, pp. 151160.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.