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Vendre !: La motivation n'est plus ce qu'elle était !
"Au long de ma vie professionelle, j'ai souvent entendu des dirigeants avisés affirmer avec une fière assurance : "de toutes façons, il n'y a que le plan de commissionnement pour faire courir mes vendeurs. Le reste c'est du bla bla".
Le principe de base est très simple en effet. Si vous voulez que vos commerciaux fassent ce que vous attendez d'eux, il suffit de mettre en place les récompenses (ou incentives, pour parler dans cet abominable jargon franglais qui envahit toutes nos correspondances désormais) qui vont bien. Plus tu fais ce pour quoi je te paye, plus je te paye."
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2. Tant que les objectifs commerciaux peuvent être atteints à travers la répétition "mécanique" de tâches élémentaires, le système traditionnel de motivation par l'argent fonctionne conformément aux attentes : plus le système de commissionnement est attractif, plus haute sera la performance du vendeur ;
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3. En revanche, lorsque l'atteinte des objectifs commerciaux passe par la sollicitation de facultés cognitives ne serait-ce que rudimentaires, alors le système traditionnel
de motivation par l'argent fonctionne à rebours du principe ayant prévalu à son élaboration : plus
le système de commissionnement est attractif, moins bonne sera la
performance du vendeur ; - 1 more annotations...
Maximizing Business Value from Enterprise 2.0 through Fun & Motivation
"I am a strong believer that organizations, should focus and facilitate the use of these tools in order to maximize organizational benefits. To drive value, I've often referred to the engagement factors and in this post I wanted to focus on ons of the factors, "Motivation".
How do we address motivation? Do we adopt the "build it and they will come" approach? No. But what about Wikipedia? it seems like complete "self-organization" has made it successful. But consider that only 1% of the people who visit Wikipedia actually contribute content. That's alright with a population set of the world, but 1% of your company may not be enough and if you have specific objectives you may need to motivate others to participate"
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In fact, bigger incentives causes worse results for cognitive tasks.
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Fun, as a design principle shouldn't be overlooked as it impacts the application design from look and feel, through context, content and process. It also should be addressed when designing events leveraging social computing technologies
Types of Incentives for a Web 2.0 environment
I have been discussing incentives in for a Web 2.0 environment quite abit recently. Incentives comes in many forms, shapes and sizes. I would like to discuss more about the incentives that could be used in such an environment to improve adoption and usage. I will provide some high level case studies as well.
How Integrated Are Your Customer Experiences?
When I attended Forrester's first Customer Experience Forum last month, I was struck by two themes that recurred through both the presentations on stage and the hallway conversations afterward.
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"Web plus one" may be a perfect first step in defining a multi-channel experience for your customers, but it's only that -- a first step. In my work, I've seen the insights about customer behavior and psychology that were spearheaded (and funded) by web groups trickle out into the rest of the organization, informing customer experience efforts far from the web. By feeding the work of these other groups back into the web group's work, the organization can take the next step toward developing a truly integrated customer experience strategy.
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This is no small challenge, and it's a rare organization that's ready for it. Channel-specific organizational silos rarely have incentives to coordinate their activities, and in many cases have stronger incentives to go their own way. When those silos regularly compete for the same ever-shrinking slice of the budgetary pie, the cultural antipathy between them can be systemic. It takes politically savvy leadership with a strong mandate to erode those barriers.
KM and HR: Siamese Twins?
I've previously pondered over how we could possibly work with HR to ensure success for KM and can perhaps summarize some of the key points as follows: (I am assuming that the points below represent key components in HR strategies)
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Hire people with at least an average KM quotient
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Encourage informal learning mechanisms
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Four Ways to Spur Innovation at Your Company
How can other institutional leaders follow suit to foster the emergence of creation spaces and collaboration curves? Here are four broad suggestions:
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More broadly, leaders must redefine the reason their institutions exist, breaking down institutional walls to move from scalable push to scalable pull.
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Passionate individuals are usually talented and motivated, but they're often unhappy - they see the potential for themselves and for the institution where they work, but can feel blocked in their efforts to achieve it. Institutional leaders must put mechanisms in place to connect these individuals with each other, and serve as their champion.
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Getting togetherness
Many other companies are also trying to foster greater collaboration within their ranks. Some are using web-based social media to help them. For instance, Lockheed Martin, an American defence giant, plans to roll out Unity—a software platform that encourages employees from different areas to connect with one another via blogs, wikis and other online tools—across its entire business later this year, after piloting it in one area. But dismantling internal barriers to co-operation is a tricky business that requires much more than smart software. Unless firms are careful, there is a real danger that collaborative crusades could do them more harm than good.
La performance commerciale, une histoire d'argent ou d'amour ?
Alors, pour développer le business dans ces temps difficiles, David nous confirme qu'il n'est pas nécessaire d'apprendre aux collaborateurs à vendre, ni de monter les enchères sur les primes.
Il faut, au contraire, trouver, partner par partner, manager par manager, quel type de business le passionne, quel type de client il a profondément envie de servir.
Car avec la passion, on le sait tous, on fait des miracles.
When Will We Ever Learn?
There are many, many instances of financial incentives driving behavior that then causes organizations major problems. This fact raises the question of why no one ever seems to learn anything—which explains why the current situation with home mortgages looks remarkably like the case of making bad loans to countries that couldn’t repay them about 25 years ago and a little like the savings and loan mess of the late 1980s.
I can point to three key reasons why collectively we seem to learn nothing from past mistakes:
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Lack of focus on understanding failure.
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Over-reliance on compensation as a management tool.
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Library clips :: Participation is the currency of the knowledge economy :: May :: 2008
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Enterprise 2.0 is not based on utopian ideals. It is instead based on the very principles that drive all free-market economies. Organisations that adopt enterprise 2.0 will do so for auto-preservation and corporate gain - to help their bottom line.” Period.”
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In this type of setting why would I want to share my knowledge, it’s my “power”, we are all on our own, and my personal know-how is going to get me ahead. If I don’t share I will meet my expectations (and no-one else), but on the same hand if I don’t find any knowledge, I may not meet my expectations.
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