“You want some performance elements, we’re all driven by some pay for performance metrics, but people want to feel they have a secure job, a basic level of income which provides them with a decent standard of living, with the option of working really hard to get some performance related benefits on top of that. It’s about getting the balance right.”

Lance Bradley, Mitsubishi Motors in the UK managing director, said: “If you employ people on a low basic with high rewards for hitting sales targets, naturally that means you attract risk-takers.

“Is that the best kind of person to provide a retail experience you want? It’s an area I would like to talk to one or two of our dealers about with trialling something different. It’s not something you could impose across a network.

“Most customers don’t find buying a car an experience they want to go through. Does that mean that in 10 years’ time we’ll still be doing things the same way? Probably not.”

Dale Wyatt, Suzuki GB sales and marketing director, said: “Most dealers and sales people are coin-operated. They’re in business to make a return and the sales people are in it to maximise the quality of their life.

“There’s a balance. Are you facilitating a purchase or are you selling a car? You want a balanced pay plan. I think the days of 10% basic and 90% commission are gone.

“Probably 60/40 or 50/50 is the right balance. You want the sales person to deliver an experience. If the sales person only sees a customer as a pound sign, it’s a problem.”