Article

Ariele de Carvalho Moraes; Demétrio De Mendonça Júnior

DOI: 10.22167/2675-6528-202600004

Article prepared by the ResumeAI tool, an artificial intelligence solution developed by the Pecege Institute focused on synthesis and writing.

Abstract

The motivation and engagement of sales teams are crucial for performance and commitment to results, with factors such as clear goals, constructive feedback, and non-monetary rewards being important motivators. The objective of this study was to diagnose the motivation of the commercial team in pharmacies that dispense compounded medications in the B2B segment. To this end, a survey was conducted with 37 sales representatives and sales consultants from a pharmacy in Valinhos, SP. A questionnaire was used, including items from the UWES-9 questionnaire, demographic questions, and questions about the salespeople’s perception of goals, feedback, and non-financial rewards. The results indicated that the team presented satisfactory levels of general motivation, but goals and rewards were considered deficient. Areas for improvement were identified in each factor evaluated. Action and intervention plans were proposed to increase motivation, focusing on improving internal processes, professional recognition, and people development, aiming to enhance goal achievement and promote greater engagement in the B2B sales environment.

Keywords: Engagement; Compounding pharmacies; People management; Recognition; B2B sales.

1. Introduction

The pharmaceutical sector, especially that focused on drug compounding, has experienced remarkable growth in the Brazilian market. Its expansion is driven by the ability to offer personalized solutions, meeting the specific needs of patients and prescribers. In the Business to Business (B2B) model, compounding pharmacies establish commercial partnerships with medical and veterinary clinics, doctor’s offices, and other healthcare professionals who demand specific formulations. This scenario requires a consultative sales approach, based on relationships, in-depth technical knowledge, and alignment with the institutional client’s objectives.

In this dynamic and highly competitive environment, the performance of external sales teams faces unique challenges. Maintaining high levels of motivation and engagement is crucial in the face of ambitious goals, an intense routine of visits, strong competition, and constant regulatory changes in the sector. Motivation in the work context, according to Pinder (2014), is a complex construct that involves internal and external factors, which drive human behavior in the pursuit of objectives and professional fulfillment, including recognition.

Despite the vast existing literature on motivation and engagement in sales, most studies tend to focus on the traditional pharmaceutical industry or on Business to Consumer (B2C) retail scenarios. This results in a significant gap in understanding the B2B niche of compounding pharmacies, which remains relatively unexplored. This lack of specific studies prevents a deep understanding of the motivational and engagement dynamics that operate in this particular segment.

In practice, many organizations in this sector frequently measure commercial performance using only outcome indicators, such as sales volume, average ticket, and prescriber retention rate. However, psychological variables that can explain fluctuations in performance and representative turnover are often neglected. This gap, both theoretical and operational, hinders the identification of the relationships between motivational factors, daily engagement, and goal achievement, compromising the formulation of truly effective incentive policies.

The measurement of motivation and engagement, therefore, transcends academic interest. It is fundamental to provide companies with objective inputs that can lead to the reduction of costs associated with staff turnover, the improvement of the institutional customer experience, and the sustentation of competitive advantage in an increasingly regulated and competitive market. Thus, the study contributes to the advancement of academic debate and offers practical subsidies for people management.

To understand these phenomena, several models for measuring work motivation have been proposed. Fletcher et al. (2013) highlight four main approaches, and this study adopts the perspective of the “burnout” antithesis, which assesses the level of employee engagement with their tasks and goals. To operationalize this approach, the Utrecht Work Engagement Scale (UWES), developed by Schaufeli et al. (2006), is used. This is an internationally validated instrument that measures vigor, dedication, and absorption at work. Complementarily, Locke and Latham’s (2006) goal-setting theory is employed, which emphasizes the importance of clarity, challenge, commitment, feedback, and task complexity in sustaining performance, guiding the assessment of salespeople’s perception of organizational goals.

Given this scenario, the central question guiding this research is: what motivation and engagement factors impact the performance of B2B sales teams in compounding pharmacies? This study aims to diagnose the motivation of the commercial team in compounding pharmacies in the B2B segment, analyzing, from the sellers’ perception, the motivational and engagement factors that influence their performance.

2. Material and Methods

The present study was characterized as a research of an applied nature, with a quantitative approach and descriptive character. The objective was to diagnose the motivation of the commercial team of compounding pharmacies in the B2B segment. The investigation was conducted in a compounding pharmacy located in the city of Valinhos, in the interior of the state of São Paulo, which operates in the Business to Business (B2B) model, providing customized formulas for health professionals. The unit of analysis consisted of the commercial team of the aforementioned company, composed of 50 external salespeople. All active salespeople were invited to participate in the research. The inclusion criterion established was having at least three months of experience in the position, aiming to ensure familiarity with the organization’s internal processes and commercial goals. In the end, 37 collaborators responded to the electronic form. Data collection was carried out through an electronic form, developed on the Google Forms platform. The procedure guaranteed the anonymity of the respondents and included free and informed digital consent, in accordance with the ethical principles of scientific research and the guidelines of the Research Ethics Committee (CEP). The form was structured in three main blocks of questions. The first block of the form used the Utrecht Work Engagement Scale (UWES-17), developed by Schaufeli et al. (2006). This internationally validated instrument is composed of 17 items that assess engagement in three dimensions: vigor, dedication, and absorption. Participants recorded their responses on a seven-point scale, ranging from “never/not at all” to “always/every day”, allowing for the measurement of emotional and cognitive involvement with professional activities. The second block of the questionnaire was developed based on Locke and Latham’s (2006) goal-setting theory, adapted by Pirete and Oliveira (2021). This segment contained 22 questions, organized into four sub-blocks: clarity and challenge of goals, managerial support, quality of feedback, and perception of non-financial recognition. Responses were collected on a five-point Likert scale, from “strongly disagree” to “strongly agree”, with the language adjusted to the context of consultative sales in compounding pharmacies. The third block of the form was dedicated to the sociodemographic characterization of the participants. Six multiple-choice questions were included, covering data such as age, gender, tenure at the company, tenure in the role, state of practice, and predominant professional objective. The collection of this information aimed to allow comparative analyses by profile, without anticipating results or interpretations. Data analysis followed a descriptive quantitative methodology. The calculation of means and standard deviations was performed for the obtained responses. To assess the internal consistency of the scales, Cronbach’s alpha coefficient was applied, according to the process described by Matthiensen (2011) and the classification suggested by Freitas and Rodrigues (2005), which considers high reliability for coefficients above 0.75. The interpretation of the UWES-17 questionnaire responses was based on a score that classified the perceived level of motivation, ranging from “unmotivated” to “highly motivated”. For questions about goals, feedback, and rewards, responses were scored on a scale from zero to four, where zero indicated “inadequate” and four, “adequate”. The mean scores per group of questions were classified into categories such as “inadequate”, “low quality”, “deficient”, and “adequate”. Additionally, analysis of variance was employed to evaluate the significance of the collected data.

3. Results and Discussion

The research sought to diagnose the motivation of the commercial team of compounding pharmacies in the B2B segment, revealing a complex scenario that combines high levels of general engagement with critical points in specific management aspects. The initial results, obtained through the UWES-9 questionnaire, indicated that most of the sales team presents a good degree of motivation, which is a positive finding for the organization. However, a deeper analysis of perceptions regarding goals, feedback, and non-monetary rewards revealed areas that demand attention and strategic intervention, according to the literature on people management and sales performance.

The overall assessment of team motivation, using the Utrecht Work Engagement Scale (UWES-9), showed that 90.86% of employees are motivated or highly motivated. The overall average score was 4.73, on a scale of 0 to 6, which falls within the classification of a motivated team. Specifically, 59.64% of respondents considered themselves motivated and 31.22% highly motivated. Only 0.51% declared themselves unmotivated and 8.63% with low motivation. This distribution suggests a work environment that, in its essence, favors engagement, but which has a minority portion that needs targeted support to raise their motivation levels.

When analyzing the dimensions of engagement, no significant differences were observed between the levels of vigor, dedication, and absorption. Vigor presented an average score of 4.68 ± 0.37, dedication 4.73 ± 0.39, and absorption 4.79 ± 0.39. These results indicate that employees perceive a balance between the energy expended at work, emotional involvement with their tasks, and concentration on activities. The consistency between these dimensions reinforces the validity of the engagement perceived by most of the team, aligning with the perspective of the antithesis of “burnout” as a robust measure of professional involvement, as proposed by Schaufeli et al. (2006).

Despite the high general motivation, the team’s perception of the quality of the goals set by the company revealed significant deficiencies. It was found that 59% of salespeople do not consider the stipulated goals as adequate. Of this total, 6% classified them as inadequate, 22% as low quality, and 31% as deficient. Only 41% considered them adequate. This finding is crucial, as Locke and Latham’s (2006) goal-setting theory emphasizes that clear, challenging, and achievable goals are fundamental to driving employee performance and engagement.

Deepening the analysis of the goals, the factors that presented the worst results were the difficulty of achievement and the clarity in the construction of the goals. The specificity of the goals was classified as deficient, with a score of 2.84 ± 0.39. The perception that the goals are of low difficulty to be achieved obtained a score of 1.24 ± 0.41, indicating that the proposed challenges are not sufficient to stimulate the team’s maximum effort. This scenario suggests that the current goals may not be aligned with the principle of challenge, one of the pillars of Locke and Latham’s (2006) theory, which points to the need for goals that require an acceptable level of difficulty to generate engagement.

In contrast, the clarity and priority of the goals, as well as the manager’s support and follow-up to achieve them and overcome challenges, were perceived as adequate by the team. The clarity of the goals obtained 3.30 ± 0.26 and the priority 3.27 ± 0.31. The manager’s support to achieve goals and overcome challenges, and the monthly follow-up, were also classified as adequate, with scores above 3.00. Although managerial support is positive, the low perception of challenge in the goals may lead to insufficient effort, compromising the high-performance cycle described by Latham et al. (2002), which links well-defined goals to satisfactory rewards and achievement of objectives.

The team’s perception of the quality of feedback also showed areas for improvement. Almost half of the salespeople, 49%, do not consider the feedback received to be adequate. Of this group, 4% reported a lack of feedback, 26% classified it as low quality, and 19% as deficient. Only 51% considered the feedback adequate. This result highlights a significant gap in communication and employee development processes, as constructive and frequent feedback is essential for performance improvement and maintaining motivation, according to the literature on people management.

The most critical factors related to feedback were frequency and usefulness. The monthly frequency of feedback scored 2.97 ± 0.42, being classified as deficient. The overall feedback frequency was also considered deficient, with 2.32 ± 0.47. Furthermore, the usefulness of feedback in pointing out areas for improvement scored 3.00 ± 0.33, also classified as deficient. In contrast, the private delivery of negative feedback and clarity about the purpose of feedback were considered adequate. The absence of a standardized feedback calendar and Individual Development Plans (IDPs) may explain the low perceived frequency and usefulness, impacting clarity on individual progress and alignment with the company culture (Marcos and Vieira, 2022).

Regarding non-monetary rewards, the research revealed that 69% of the team does not consider the frequency and quality of rewards and forms of recognition as sufficient. Only 31% of respondents classified them as adequate. The data indicate that 5% of salespeople had no recognition, 28% considered the rewards rare, and 36% classified them as deficient. This finding is particularly relevant, as non-financial rewards, such as skill development, empowerment, and recognition, are important motivational factors that reinforce positive behaviors and increase engagement (Mustafa and Ali, 2019; Cecílio et al., 2014).

The lowest scoring points in the non-monetary rewards category were reward clarity, performance management process, and recognition sentiment. Clarity on how performance appraisal and career advancement are based on performance scored 2.08 ± 0.42, rated as deficient. The performance management process and satisfaction with receiving rewards were also considered deficient. This suggests that the team does not clearly understand how recognition and career progression are structured, leading to a feeling of non-recognition even when goals are met, which can compromise long-term motivation.

The demographic analysis revealed some important nuances. There was no significant difference in motivation between genders, with both groups (female with 4.64 ± 0.6 and male with 4.95 ± 0.88) falling within the range of motivated professionals. However, regarding the perception of goals, feedback, and rewards, both genders showed deficient results, except for the male group, which considered the feedback adequate. This difference can be attributed to the variation in supervisors and the individuality in providing feedback, which prevents generalizations about the company’s leadership as a whole.

The age of the collaborators also influenced the motivation and perception of the evaluated factors. Salespeople between 21 and 25 years old (Generation Z) and over 40 years old (Generation X) showed high motivation, with scores of 5.86 ± 0.92 and 5.64 ± 0.39, respectively. The intermediate groups (26 to 40 years old, Generation Y) were only motivated. This difference can be explained by the distinct expectations and life stages of each generation. Generation Z, for example, seeks status and challenges, while Generation X values financial security and stability, which corroborates the findings of Brito (2013) and Fantini and Souza (2015).

Regarding the perception of goals, feedback, and rewards by age group, salespeople over 40 years old presented the most positive perceptions, rating goals, feedback, and rewards as adequate. The other age groups, in turn, rated these factors as deficient. This trend suggests that younger salespeople may have higher expectations regarding these factors, while more experienced ones may have a more realistic view of the market and company policies, which impacts their satisfaction and motivation, as observed by Gurbuz and Kožo (2017) and Oliveira (2012).

The analysis of the tenure in the salesperson position and the company tenure revealed similar patterns. Salespeople with more than five years of experience in the position and with the company demonstrated higher motivation and satisfaction with the evaluated factors. Motivation tends to be high at the beginning of the career, decreases between one and five years with the company, and grows again after five years, reaching its peak for those with more than ten years. This dynamic can be explained by the initial company image, followed by a lack of motivation maintenance programs, which leads some to seek other opportunities, while those who remain feel valued and recognized, boosting their motivation.

Given the results, action and intervention plans were proposed to enhance team motivation and engagement. For the goals, it is suggested to re-evaluate the difficulty, proposing new annual challenges to generate greater effort and engagement, aligned with the High-Performance Cycle (Latham et al., 2002). Regarding feedback, the creation of a calendar for individual meetings and the implementation of semi-annual Individual Development Plans (IDPs) are fundamental to standardize the process and ensure the frequency and usefulness of returns, promoting clarity and continuous development (Marcos and Vieira, 2022; Oliveira and Ferreira, 2020).

For non-monetary rewards, the proposal includes the creation of a clear career progression plan, the implementation of symbolic awards, periodic dissemination of team results, and the offering of professional and personal development courses. These initiatives aim to enhance internal recognition, value employees’ work, and invest in their qualifications, which strengthens motivation and prepares them for future promotion opportunities, as discussed by Mustafa and Ali (2019) and Bonilla et al. (2012). The implementation of these actions, along with a recovery program for unmotivated employees, can optimize the team’s overall performance and satisfaction.

In summary, the study diagnosed that, although the B2B sales team of the compounding pharmacy presents a satisfactory level of general motivation, there are notable deficiencies in the perception of goal quality, the frequency and usefulness of feedback, and the clarity and consistency of non-monetary rewards. These findings indicate that the company has a solid motivational base, but needs to refine its people management strategies to align employee expectations, especially those of younger employees, with organizational practices, ensuring that engagement translates into sustainable performance and effective recognition, thus responding to the objective of diagnosing the motivational factors that influence team performance.

4. Conclusion

The study sought to diagnose the motivation of the commercial team of compounding pharmacies in the B2B segment, analyzing salespeople’s perception of motivational and engagement factors. It was verified that the team demonstrated a satisfactory level of general motivation, with 90.86% of collaborators classified as motivated or highly motivated, according to the Utrecht Work Engagement Scale (UWES-9). However, the analysis of salespeople’s perception revealed significant deficiencies in crucial management aspects. It was identified that 59% of collaborators considered the established goals inadequate, mainly due to low difficulty and clarity. Additionally, 49% of the team perceived the feedback received as insufficient in frequency and usefulness, and 69% did not consider non-monetary rewards adequate in terms of clarity, performance management process, and sense of recognition. It was observed that younger salespeople with less time at the company tend to have higher expectations and less positive perceptions of these factors, while more experienced ones showed greater satisfaction.

The main contribution of this study lies in the proposition of action and intervention plans focused on improving internal processes, professional recognition, and people development, aiming to enhance the achievement of goals and promote greater engagement in the B2B sales environment. It is suggested to re-evaluate the difficulty of the goals, create a calendar of individual meetings for feedback, and implement semi-annual Individual Development Plans (IDPs). For non-monetary rewards, a clear career progression plan, symbolic awards, and the offering of development courses are proposed. This study, however, focused only on the B2B sales team, which limits the generalization of the results to other areas of the organization. The sample of collaborators may also present biases, and the cross-sectional nature of the research did not capture temporal variations. For future studies, it is recommended to expand the analysis to other areas of the company, investigate the relationship between motivation and the incidence of burnout, and evaluate the effectiveness of motivational programs over time, monitoring their results in terms of productivity and professional satisfaction.

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Article originating from the Final Course Work of Specialization in Sales Management of the MBA USP/Esalq

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