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What kind of plan is best when there is a lot of account movement between reps
A lot of account movement between reps may point to opportunities to improve sales effectiveness that have nothing to do with compensation design, like…
How should plans for telesales and renewal-business-only reps differ from standard direct rep plans?
Telesales generally comes in two big categories: inbound and outbound. Inbound reps are responding appropriately to the calls that come in, generally triggered by marketing of some kind (ads, promotions, etc.). Outbound reps target prospects and initiate contact themselves.
Our business unit is a rollup of formerly independent companies. How do we align our plans?
We call these the bring-your-whistle engagements because we often find ourselves in the role of referee among confident, successful leaders who are all quite sure they have the right approach, who have plenty of anecdotal “evidence” that it works, and who don’t agree among themselves.
Tips for an incentive plan for lead generation roles
In some businesses the job of identifying qualified interested prospects is done by an inside lead generation role. When considering incentive compensation arrangements for these roles, these tips may be helpful…
Tips for an inside sales outbound call center comp plan
Many outbound call center roles depend on significant incentive compensation to maintain focus and reward appropriately, meaning the mix between fixed (base) and variable (commission) pay will be relatively more variable, even than many other sales roles.
How to pay for vacation for a 100% commission sales role
Sales people on 100% commission plans need vacation time too. How does the idea of “paid vacation” work in a 100% commission job?
How is the economic uncertainty affecting pay mix?
Start by thinking about sales prominence. Has it changed? Do the sales people have more control over their own success, or less?
How should sales people be rewarded for sales quality?
As businesses grow, mature, and become more complex, the quality of the revenue increases in importance. This often comes up when the sales team has hit their assigned sales numbers, but the company is disappointed with the nature of those sales.
How do we design the right plan for an unpredictable year?
So many sales compensation plans depend on goals or quotas. Regardless of the type of plan you have, some kind of productivity expectation is embedded in your plans. So in a year when “expected performance” is very difficult to establish accurately, how can you manage your plans with this in mind?
How should we construct a referral incentive for “friends of the company” who help us find business?
Referrals are vital to many businesses. Setting up a referral incentive can be a great way to reward those who help create real value for the company. The keys to a value-creating referral incentive are…