Check Out Our Newest Books!
“You cannot afford to overpay or underpay salespeople. This book is a MUST read, MUST do!”
-Jeffrey Gitomer- Author of The Little Book of Leadership and The Little Red Book of Selling
Buy the Book!
“In the Innovative Sale, Mark defines the key principles from the world of art and design that can be used to exceed the expectations of our most demanding customers."
-- Bob Dillon- Director, SMB Agency Sales, Google
Buy the Book!
Almost everyone involved in the sales compensation plan, at one time or another, asks
about the ROI of the plan. In order to answer that question, we have to
evaluate how the sales compensation plan is designed. Luckily, sales
compensation design follows a predictable process. We begin by defining sales
roles and clearly articulating the sales strategy, and from that foundation we
build out the components for the plan, including answers to these fundamental
- What kind of pay are we going to deliver to a particular job to be market
Return on investment is a topic that invariably arises when discussing sales compensation. Executives in sales, sales operations and especially finance want answers to three questions:
How much is the sales compensation plan going to cost us?
Is this a good investment of our money?
What should we expect back?
Check out our report, entitled What’s Your Sales Comp ROI, which features a panel discussion of experienced sales executives on evaluating the return on sales compensation.
Maybe your rep just got lucky. She landed an appointment with the CEO of one of your major customers. She had what it takes to get in the door. Now does she have what it takes to close the deal?
Many companies today want to become more sales-oriented as a business. So, they spend time trying to understand their sales culture: Is it more focused on operations or service to customers than it is on new sales? Does the sales culture center around finance?
TSLF Member: One of the things we struggle with is, unlike someone who sells a product, we sell a service. Attracting the right people who know how to sell a service versus a product is very difficult. So I’d be interested in feedback, and what processes they’ve gone through to find that type of person.
It’s the time of year when many companies are deep into executing to their business plans, evaluating performance, and thinking ahead to how they’ll make adjustments, or strategic changes, to the plan for next year. As you conduct your business planning and think about the organization’s growth objectives and sales strategy, attention invariably turns to questions like: