How the marketing manager motivate the marketing team work ?

1. Ask sellers how they would like to be rewarded if you have no money to spend, if you have $100, if you have $1000, or if you have unlimited dollars. You will find a pattern that is useful in creating a personalized motivation plan. I once had a team player who started “time off” as her reward regardless of the dollar investment. She had a young family and would simply have an extra day or week off than more money that year. Others, such as a single man in his30s, wanted a ski trip and a big screen TV, while a55-year-old empty nester asked for a lease on a Porsche.

2. Have sellers set their own goals. After the quota is set, work with sellers to develop their own detailed target lists, which could include plans on how to accomplish their targets, stretch goals for reaching beyond their targets, or specific goals per customer on how many more products and services you want them to purchase in a specific time frame.

3. Protect your team. Make sure the entire company knows not to bother your team or create non-revenue-generating meetings or activities during the last week of the month or the last week of the quarter. Your teams will stay motivated if they know you are looking out for them and protecting their crucial selling time.

4. Reward your team verbally or with an e-mail when deals are won or saved, or when reps hit their quota. Make sure the progress your team makes is publicly acknowledged, and that you celebrate both big successes and small victories.

5. Separate the manager from selling. If you have your own territory as a sales leader, you are competing against your reps. When forced to do both, a sales manager will always sell first and manage later. If they have time. Managers that sell ignore their team, and worse, face the accusation that they are “taking the best leads,” and “managing the best territories.” Nothing demoralizes a team faster than having a player/coach/manager in place.

6. Have a commission plan that rewards the team for the behaviours you want. When setting this plan, here are three things to consider:

• Keep it simple. The more complex the compensation plan, the easier it is to misunderstand. When the team misunderstands the compensation plan, they assume the company is looking for excuses not to pay them.
• Make sure everybody knows and understands the rules. Introduce the plan a couple of weeks before you implement it, giving your team a few days to digest its contents. Then hold a group meeting to discuss it. Meet with each salesperson privately to reinforce the plan and address questions and concerns that weren't raised by the group.
• Encourage team-building to ward off conflict before it starts. Have competing reps (for instance, inside and outside sales) meet to establish relationships and build trust. The most motivated teams always engage with each other.

Remember that money is just one tool you have at your disposal. Sellers who underperform may not respond to a one-size-fits-all strategy, so be sure to ask everyone on your team: What motivates you? And why?

Effective motivation can significantly boost the performance of your marketing team. Sales people in particular often respond well to a combination of financial incentives and management support, driving increased sales and profitability

Financial incentives such as sales commission can have a powerful influence on behaviour. To be successful, incentives should be based on what you want people to achieve. For example, commissions might be based on the profitability of sales rather than simply revenue, and only payable when customers pay rather than when orders are placed. Higher incentives can be offered for winning new business rather than simply taking repeat orders.

Some aspects of wider marketing roles lend themselves to similar incentives. For example, you might offer a bonus for a marketing campaign that generates an above average response rate or a higher than expected number of new leads. Success in less immediately measurable marketing activities, such as branding, might be encouraged with a bonus related to the overall performance of the business.

Competitive remuneration packages help you attract and retain quality employees. Offering relatively low basic pay and high incentive payments can reduce the strain on cashflow but may risk encouraging an over aggressive approach to sales. It may be worth considering longer term incentives, such as share options, to compete for high calibre marketing managers.

Setting sales targets and other key performance indicators is an essential part of using financial incentives. Targets should be a realistic assessment of what is achievable, taking into account market conditions. Employees are more likely to buy in to targets that are agreed rather than imposed.

Marketing employees at all levels can benefit from coaching support, particularly when they are relatively new to the role. Make yourself available as a resource – for example, if a salesperson wants you to attend a crucial meeting to help close a big deal.

Employees respond to praise; criticising staff for problems that are outside their control is counterproductive. It’s important, too, that employees feel they are being treated fairly: for example, by ensuring that the most profitable sales accounts are shared out equitably.

Regular meetings and open communication are important. Short term campaigns and incentives can help reinvigorate a stale team. Teambuilding events can help boost morale provided they are not seen by staff as an unwelcome imposition.

Poorly planned targets and incentives can drive damaging behaviour. For example, telesales staff with a target for the number of sales calls made may hit target – but without calling the right people or making any sales. Salespeople may overpromise to win sales while customer service is neglected.

Clear policies are needed to ensure the whole marketing department works as a team: for example, to prevent salespeople ‘poaching’ their colleagues’ clients. Recognition needs to be given to the contribution other members of the marketing team may make to winning each sale and overall business performance. Shared incentives based on overall team performance can be an option.