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It Takes Two: People and Performance Analytics for Sales Compensation

Sales compensation dashboards are common, but they usually only tell half the story.

There are actually two sides to your dashboard that lead to growth: productivity metrics and people metrics. Looking at only one side will only give you half the picture.

SPM and The Revenue Roadmap

All sales organizations are unique; but there are a few principles that apply no matter what you’re selling and who’s selling it. The Revenue Roadmap, below, identifies four major layers and 16 related disciplines that must connect for the organization to grow profitably.

15 Ten Success Factors for Quotas Part 2

This is the second in a two-part series of Ten Success Factors for Better Quotas. Click here for Part I.

 

10 Success Factors for Quotas Part 1

So what makes good quota-setting so challenging? We see 10 issues that make a difference when setting quotas. Knowing the causes and leveraging these success factors could help you set clear quotas for your organization.

 

1. See Beyond a Single Number. When executives design a good sales compensation plan, the team steps back and admires the final product. To the design team, it’s not a comp plan, it’s a sales compensation program.

Aligning Team and Financials in Sales Compensation

Several weeks ago I wrote about the Sales Compensation Diamond, a best practice sales compensation design process, and the first parts of the process: Framing the Plan; and Linking Pay & Performance. This week I’ll write about the final steps: Aligning Team & Financials, and Operating for Results.

 

How Do You Link Pay & Performance?

Several weeks ago I wrote about the Sales Compensation Diamond, a best practice sales compensation design process, and the first part of the process: Framing the Plan. This week I want to look at the second step: Linking Pay & Performance.

 

Once you have set Target Pay, Pay Mix, Upside Potential and Performance Thresholds (the framework of the plan), it’s time to link those pay mechanism to action.

Differentiating Top Performers: The Reverse Robin Hood

How much cash should a top sales person potentially earn in a given year? More than her manager? More than the head of sales? More than the CEO?

The Importance of Differentiating Top Performers

Last week I discussed the Sales Compensation Diamond, a best practice sales compensation design process, and the first part of the process: Framing the Plan. This week and next I want to look at an important step within Framing the Plan: Upside Potential.

The Sales Compensation Diamond Part I: Framing the Plan

What happens when the sales leadership team takes a hard look at its sales compensation plan? Do they talk with their calculators? Is a spreadsheet the primary conversation piece? Think about what happens at meetings about sales strategy or sales roles and the question of sales compensation comes up. People start talking about whether the commission rate should be increased or decreased. Comments like, “Let’s put an accelerator in place to drive performance. Maybe we need to uncap the plan, or add a threshold for the low performers,” fly through the room.

Are You Motivating Your Sales Roles Correctly? The Breed That You Need

When describing sales roles and personalities, we prefer the canine model to the more common hunter/farmer metaphor because it’s more descriptive and brings the cast of characters to life. It’s possible that a farmer could become a hunter, but most breeds of dog simply cannot move from one species to another.

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