Blogs

Setting Your C-Level Goals

As sales executives determine priorities for their business related to sales compensation, they need to set their C-level goals. These will define the major priorities for the organization that will be converted to the sales compensation plan. Those priorities provide clarity for how they will design the plan and the behaviors the plan’s going to drive in the organization. Once set, the C-level goals will force answers to the key questions that will lead to the program’s success.

Aligning Sales Compensation to Your Strategy

“I like to say that the comp plan is the caboose, not the engine,” says Doug Holland, director of HR and compensation at Manpower. “Compensation should never be driving the strategy. The strategy drives the compensation. It’s incredible, especially in times of stress, how that message can kind of get lost. Comp issues are often symptoms of bigger problems, and it’s the easiest, most tangible thing to look at. The challenge is, do we have the right job designs? Do we have the right people? Those are harder conversations. That’s often the struggle with comp plans.”

The Importance of Strategy and Sales Comp

One of the first things our firm does when we look at sales compensation is understand the sales strategy. We ask: How should the priorities of the business be represented in the sales compensation plan?

C-Level in the Sales Comp Process

Recently, I met with a couple of the senior sales leaders of a high-tech hardware company at a coffee shop in Dallas. They were at the end of their compensation design process – just waiting for the final nod of approval from their CEO.
Unfortunately for them, their CEO decided he wanted to get involved, at the end of the process. While he had received updates throughout the prior months, it was only now – after all the intricate details had been woven together – that he decided to take a closer look.

Grade Your Sales Compensation Plan

Designing a great sales compensation program that connects the strategy of your business to the front line sales people can be complex and time consuming, but the return can be significant.

“The comp plan is the caboose, not the engine,” says Doug Holland, director of human resources and compensation for Manpower Group North America, a global workforce solutions company. “Compensation should never be driving the strategy. The strategy drives the compensation.”

Is Breaking Rules Good for Sales?

Sales organizations are built on rules: both internal rules and adherence to their customers’ rules. Obeying these rules is good – and has made many companies successful over the years. But when is it right to bend, or break, the rules?

Re-defining Your Sales Challenge

Picture2Last week we discussed how questions can help to define your customer’s problem. For example, if your customer thinks he has a problem with growth in a particular product category, the right questions – around financial, market, product, and resources goals and limitations – can help you dig deeper and uncover whether another problem lies hidden underneath.

What’s Your Problem?

Picture1  Across hundreds of sales organizations, we’ve consistently found that the most effective sales teams aren’t the ones telling the customer what they can do. The best sales teams ask the customer relevant questions, and then determine what the customer should do.

The Art of Sales Innovation

Innovation

Limitations on Creativity: What Are Yours?

Picture2

Syndicate content