How to gain with Retailer Loyalty Effectively? Salespeople are highly sought after profiles: according to a study by Hays , they represent 20% of all recruitment. But to attract and retain your salespersons, wages alone are no longer enough. Whether it is a sedentary or itinerant commercial, its expectations have evolved. Behind money is always a more intimate motivation: it seeks autonomy, meaning, recognition and challenges to stay and surpass within a company.
How to Deal with Retailer Loyalty
- Give meaning to everyday Professional Life
In the commercial sector, as in the majority of professions in the 21st century, people now want to get to work, feeling that what is being done makes sense. With this in mind, it is important to inform your team of the medium-term strategy and objectives for which it is working.
Also encourage cohesion and the link between your sales people, especially if you have homeless people, often separated geographically. Indeed, this category can easily feel isolated. Constant communication with their peers, but also with their hierarchy, will lead to a good understanding and a sense of belonging that will positively affect the quality of their work environment. To do this, give them the means to communicate with each other through, for example, messaging tools or internal social networks to exchange on their jobs and their everyday lives. These tools can also be used to share good practices or advice among employees, thus giving a sense of being useful to the whole company.
- Give them the means to Improve Professionally
Do you know Maslow’s pyramid? This diagram transcribes the observations of psychologist Abraham Maslow in the 1940s on motivation. At the foot of this pyramid there is the need for survival, followed by security, and at the top we find the need for self-realization. If it is believed that satisfying the need for survival and security is a salary, benefits, and a stable contract, there is still the personal achievement to be satisfied for an employee to be happy and motivated to work . This can be achieved through professional development and the resulting pride.
The rate of mobility observed in commercial executives is 28% , the highest percentage compared to other functions. Keeping your salespeople is to offer them opportunities to evolve within your organization, so that they do not look for them elsewhere. To evolve, the salesman must master his sector and all the issues that depend on it, but also to broaden his knowledge. New tools allow access to micro-training on Smartphone or tablet, with short videos or quizzes to reinforce its skills. It will help him fulfill his ambitions.
- Promote the Autonomy of your Sales People
In a study devoted to the motivation of the collaborator , the American journalist and author Dan Blink affirmed that the need to be valued and recognized requires a manager’s confidence in his teams. To do this, grant autonomy to your sales people. This is a source of self-motivation.
Then allow them to track the results and progress indicators in real time, accessible at any time. Some platforms offer this follow-up in the form of simple but effective diagrams, as opposed to the everlasting – and annoying – Excel table. By giving all the cards in hand to your sales people to follow their own goals, you optimize their chances of being responsible but also of performing.
- Put in place Motivating Challenges for all
The most widespread mechanics to stimulate salespeople remains the challenge. But in 2017, if you want it to work, the challenge must be innovative and mobile: opt for a playful and intuitive platform to follow in real time the ranking from all its devices. For all salespeople to get involved, it has to concern everyone and not just your top performers, thanks to sub-challenges in which everyone will have a chance to win.
Who says challenge, says reward! Science has shown that strong experiences motivate more than objects or Euros, while at the same time leaving a lasting memory. To make them want to surpass themselves, salespeople need extraordinary. Monetary and material gifts, impersonal and uninspiring, are not always enough to motivate your whole team. Then bet on originality with a reward that dream: a special flight in a Mirage 2000, a trip, a dinner in a starred restaurant, a parachute jump, a trip to Disneyland, … Adapting of course this Choice to achieve your target and while living your budget. You can also propose collective endowments: Group rewards contribute to building a team culture and a common history. Some experiences may become memories for your team.