Contributors
Articles by Hughes, Douglas E.
Salespeople often have a reputation for being competitive, and the prevailing view might be that having a competitive spirit is suitable and favorable in sales domains. However, research shows that not all people think about competition (or competitors) in the same way. In this paper, we examine how different competitive orientations affect salesperson behavior and performance in the workplace.
Year after year, companies allocate extensive resources toward developing and tracking incentive programs to effectively motivate sales employees. But, do these extrinsic motivators lead to increased sales? In this study, we examine how different types of motivation affect salesperson performance.
Most people think of extrinsic motivators like salary, time off, and healthcare benefits when thinking about workplace motivation. We find, though, that contributing to something greater than themselves—or feeling a sense of purpose—is a huge motivator for employees, which can drastically impact the value individuals bring to a firm and to clients.
In every field of study, there are moments when looking back helps us better understand where we are now and the path forward. In an effort to uncover key takeaways for salespeople, we reviewed the lessons gleaned from the past 35 years of sales research.
One of the most important issues associated with building a high-powered real-estate organization is hiring the right people. According to the 2012 Economic Census there were just over 86,000 offices of real estate agents or brokers in the United States. How can your agency rise to the top of this crowded field?
