What can you do to turn around employee turnover?
According to the United States Bureau of Labor Statistics, private sector employers in the U.S. saw 2,405,000 employees leave their jobs in June of 2014. That is 2% of the total workforce. Those numbers have repeated consistently each month since January. And, this is just following a long period of joblessness. Why do so many people leave their jobs? What can you do to minimize employee turnover?
Well, the problem starts with respective human and corporate self-interests that, according to Forbes, “result in value minimization.” If employees work just hard enough to avoid termination and they are reimbursed just enough to stay on the job, something has to fill in that lack of mutual interest. In that gap lies untapped customer value.
In the B2B world, an ideal customer profile is a description of the best sort of companies to which you sell.
Using the word “profiling” scares me. It always sounds so negative. I don’t know how to use it without suggesting the downside of stereotyping. And, stereotyping always suggests labeling a group based on one.
An ideal customer profile is the prospect description you would put in front of new hires. The profile represents the sort of company you want to list and mine as prospects.
The best sales contest has a theme that lasts longer than its parts. Contest ideas are often traditional; for example, real estate and insurance sales contest themes often build on a resort experience. Others focus on golf or cruise ventures. Some sales contest themes invite spouses, and many include entire families.
New sales contest thinking
But, a traditional sales contest ideas often becomes old hat in terms of its performance incentive. Challenging worlds of adventures, technology, and mega-events offer new motivations. Travel destinations are more exotic than ever; technology drives new ideas; and, central events, like sports or entertainment venues, open new competitive sales contest doors.
Dr. Richard Bartle started the conversation on gamification user types. The contribution is vital, but the dialog continues. In our recent posting, we explained Bartle’s taxonomy and introduced a variation offered by Andrzej Marczewski. Space did not permit a thorough exploration of Marczewski’s approach, and we would like to pursue more understanding of gamification user types.
CONTINUE reading to GET ACCESS to gamification user type assessment
Without defined inside sales team roles, any sales team will find its own organizational dynamic as it grows.
The inside sales reps will recognize their own top performers and fall in line behind. Most will keep their heads down and manage their tasks with little optimism or engagement.
The Inside Sales Manager must organize teams into functioning systems showing the ability and desire to win. Still, all teams need the clarity of individual roles and common purpose. A recent repIGNITE article examined role differentiation at its simplest. Here, we want to strengthen that understanding as applied to a more complex organization.
Richard Bartle player types taxonomy.
Video games and the universal web have evolved on parallel planes. Laypeople do not believe they have much in common. One is adolescent addictive fun, and the other builds intellect and business. The fact is that they share their origins, and their futures remain codependent. Just consider the commonalities in the gamification user types defined by designers, futurists, and psychologists.
Game theory dates to the 1930s, but it grew deep and broad in the 1950s into the 1970s. It is more than coincidental that this paralleled the development of the personal computer. Both depended on logic-ruled behavioral relationships. The decades also saw the development of extensive work in the mathematics and psychology of social dynamics.
Richard Bartle player types
In 2003, Richard Bartle published Designing Virtual Worlds in which the differentiated four game users (better known as Richard Bartle player types) who are only tangentially related to the avatars they may choose in playing video games. He drew his classifications from scrupulous observations of the social interactions among players in multi-user virtual dungeons. The interactions were measurable and chartable, logical and mathematical in practice. It allowed him the distance and objectivity to describe motivation and fun.
Sales performance always occurs simultaneously on two parallel playing fields. One eye is on the sales outcomes, the other is on the sales activities that get you there.
Outcomes versus activities are the same as goals versus tactics. Now, you cannot imagine a sales contest without outcomes, but perhaps sales managers should pay more attention to the sales activities that make the sales outcomes possible.
When managing a developing strategic model like Inside Sales Cold Calling 2.0, definition and differences are important to success.
Sales performance is at the center of a successful economy. And, the nature of sales is shaped and driven by evolving and dynamic forces just like the economy. Before managers presume to manage business-to-business (B2B) sales and business-to-customer (B2C) sales, they should understand the roles and models that go into the profession.