The next key factor in establishing the foundation of the motivational system is the understanding of its basic principles, the key feature of which is the notion of equitable remuneration:

• The means of motivation must be earned, their size must depend on the performance;
• The system should be flexible and consistent with the objectives and directions of the company;
• The system should take into account the individual characteristics and personal needs of each staff member.

Further steps to establish a motivational system depend on the answers to the following questions: " What do we want " and " Cuda go? " First, we define the marketing unit in line with the company ' s objectives, also taking into account the company ' s general course (strategy). It was then necessary to work on the definition of the PS manager, to understand clearly what stages of the trade process it was involved (e.g. demand creation, buyer definition, transaction, purchase order, buyer service, etc.). It must be borne in mind that only a balance between customers, goods and the PS manager ' s function can be a solid foundation for the development of PS motivational programmes based on the principle of equitable remuneration.

A question that should also be worked out in advance: how do the streamlined work process continue to be followed in the recruitment of new staff members in the OPs? Life is not on the spot, the company develops, there is also a natural change of staff. The management can advise the sales manager ' s portrait to identify candidates with a certain type of internal motivation, corresponding to the Division ' s tasks and the company ' s values as a whole. Once such staff members have been recruited, they need to be closely monitored during the adaptation period, checked against management requirements, adopted motivational programmes.

For example, it is very important to monitor new staff during corporate training on products, standards and work requirements or business processes of the company. In combination with the mandatory control of acquired skills and knowledge, this gives a clearer picture of the compliance of the new staff member with the training motivation system♪
So how do we create an effective incentive programme that equitably assesses the efforts of the managers of the PS? As a rule, in practice, the balance of various motivational instruments that will be effective here and now for the staff of a particular company with a strategy.

The modification includes both material and non-material aspects.

1. Material incentives in monetary equivalent are usually made up of a fixed part (e.g. salary) and a variable, depending on productivity (e.g. bonuses, bonuses). The second pillar usually takes into account the sales plan (usually designed to ensure that two thirds of the PS managers perform or exceed it).
To select the productivity measure, it is worth assessing the full range of options and selecting only three of the most important options for your company. More than three indicators are not recommended. With a greater number of them, it is difficult to ensure sufficient attention to them, with a smaller number, it is not possible to assess the full range of tasks of the PS managers. These indicators are:
Ah. Productivity indicators:

• sales proceeds,
• profits (currency, marginal)

B. Productivity indicators - concentration of effort on:

• Goods (sortium, market entry)
• Key customers (new, existing, internal, increasing purchases),
• (value, size, duration of contract, line of application),
• Price policy (fish, resale, percentage change in prices)

B. Customer impact indicators:

• customer satisfaction (requests, number of complaints),
• Company commitment (continuity of orders, value of company turnover, relative loyalty)

G. Resource performance indicators:

• Productivity of OA managers (value of order, complexity of implementation)
• Productivity of marketing channels (revenue and sales participation ratio)

2. Material incentives in the form of additional, often social, benefits. It is often referred to as intangible, but in my view, the company is spending money on it in one way or another, i.e. the cost of any such service is generally clearly estimated by the company and can be easily transferred to the motivation of a specific manager of the PS. These include:

• DMS,
• Reimbursement of transport costs, lunches, mobile communications;
• discount on company products,

Such material incentives help to create a climate of stability, confidence, comfort in the company.

3. Intangible incentives. As is well known, the main drivers of activity other than money can be skills -- the ability to develop practical experience, skills; the development of authority -- provided and delegated; and the enhancement of their capabilities. Experts refer to such incentives as " investment in development " .
The purpose of this type of stimulus is to understand the company ' s managers ' performance and tasks, a sense of teamwork with a single strategy, a sense of common interest in the effectiveness of the result and the adoption of methods to achieve it.

In the course of the work of the Chief of Staff, there can be no task setting, coordination of activities, monitoring of implementation, adjustment of action. This can be achieved through meetings, the development of common and individual plans, information on the implementation of the plan, the selection of complex boxes, the tracking of novels, the addition of goods and company advantages in dealing with objections. The motivation system is an effective tool for managing this activity.