Many sales organizations start out with hybrid sales roles, having one role responsible for new business, expanding business in current accounts and renewals, and maintenance of current accounts. Hybrid roles have different commission rates; higher rates for growing...
by Susan Malanowski When revenue opportunities significantly drop unexpectedly due to external situations like Covid-19, many organizations’ sales pipelines begin to slow down, and revenue significantly shrinks. For other organizations, unexpected windfalls may occur...
We are often involved in reviewing a client’s sales compensation plan document for clarity and completeness. What we find when we read this document is that it appears to have been “written by attorneys for attorneys.” If your plan document is the primary means by...
In the process of evaluating the effectiveness of sales compensation on a regular basis, sales organizations want to know how the design of their plans and practices compare to the market. These questions include: What is the state of current plans, are they...
1. The desired market position is consistent with the level of talent and performance requirements of the organization. Most strong sales oriented companies have base salaries that are at or slightly below the market median and variable cash compensation that...
There are many possible pitfalls that can occur if a disciplined approach is not followed when making changes to or developing a new sales compensation program. These pitfalls include incorrect assumptions about the causes of historical performance and the impact of...
