Read before answer the question below

Ebby Halliday oversees 25 offices in the Dallas/Fort Worth Metroplex with more than 1,000 independent contractors, sales associates, and 135 support employees for them. She describes here how she and her staff motivate sales personnel.

Over the years, Ive developed some guidelines for managing and motivating people that have worked well for us, Halliday says. First is the proper selection of people who are motivated from within themselves. We also strive to create a vehicle composed of a positive climate and support program that will assist our people in becoming successful.

We have not hesitated to do such things as to be the first with computers, the first with a nationwide referral service, and the first with first-class in-house training systems. Halliday continues: Our offices are state of the art both in technology and interior designs.

We subscribe to the theory of excellence in performance and put service ahead of everything else. Service is number one. If quality service is given, everything else falls in line. We treat our people as associates, seldom referring to them as employees or even salespeople. We refer to them as associates because we are in a type of partnership relationship. Our associates respond to that type of treatment and that type of feeling toward them. She adds, It helps our people feel as though they are part of a team. This is reinforced with our company slogan The Home Team.

Halliday also believes this helps to create a climate of success by giving them not only the tools to work with but also the atmosphere and history of success, as well as the dignity of having helped to create a successful company. It creates a positive image within them of the company itself and our involvement within the community and industry. They can be proud of themselves and their organization.

I dont believe you can truly motivate people, Halliday concluded. I think they have to be self-motivated.They have to be in a work climate that has the facilities, the desire, and the know-how to incubate good people to bring out the qualities that are self-motivating.2

Motivating salespeople requires the skill of getting them to achieve their objectives while at the same time finding satisfaction from the job. This may sound easy, but in reality, it is the greatest challenge any sales manager faces. In this chapter, a seven-part motivational program is presented.This program is based on concepts, research, and actual use with sales personnel.Your understanding of these components will help you to become a motivator and to design your customized motivational program for the individuals who will make up your sales team. The components of this motivational system follow

: Understand what motivation is all about.

Develop a high-performance sales culture.

Know salespeoples basic needs.

Realize that salespeople want to know what is in it for them.

Get to know the personal side of salespersons.

Always remember that motivational coaching is needed for high performance.

Be realistic about motivating salespeople

First, individuals obtain rewards from their environment. These are called extrinsic outcomes. They include the basic compensation plan and special financial incentives. When salespeople perform at a given level, they can receive positive or negative outcomes from their manager, coworkers, the organizations reward system, or other sources.

The second type of outcome occurs purely from the performance of the task itself (e.g., feelings of accomplishment, personal worth, achievement). These are called intrinsic outcomes. In a sense, individuals give these rewards to themselves when they feel they are deserved. The environment cannot give them or directly take them away; it only can help make them possible.

Question 1:

Does Ebby Halliday use extrinsic or intrinsic rewards to motivate her sales associates? As you explain note the difference between extrinsic and intrinsic rewaards and outcomes