[ read time: 5 minutes ]
Here is the process we use, which typically results in a 98% retention rate, a 30% increase in sales in the following year, and significantly enhanced profitability.
How to Change Sales Performance Management Plans
Get Nimble Again
Best Practices: Adjusting Compensation Plans for Inflation
TOP 5 Ways to use Sales Compensation as a Competitive Weapon
When you follow this five-step process, you can design a compensation strategy that supports your business plan, positions your company successfully against competitors, and allows you to recruit and retain the sales force you need.
How to Handle Sales Performance After a Merger or Acquisition
No matter how generous the plans are, representatives are going to feel that "the other guys have a better deal."
At Risk of Losing Your Top Producers?
In our work with hundreds of sales organizations, we see many making the same mistakes with regard to their top producers. To keep from losing your best sales reps, here's how to avoid these common pitfalls.
Why Choice Matters
One of the issues we discuss often with managers is why offering a choice of compensation plans is such a smart strategic move for the business, especially in this market. Here is what we tell them...
BIG Hat, NO Cattle? | Thriving in a Market Downturn
Is your business all hat and no cattle? In other words, are you focusing on increasing revenue at the expense of profit?
How Profitable Was This Year?
Now you're about to close the books for the year, it's time to take a look at your results and see what changes – if any – need to be made for 2016.
Applying Strength-Based LEAN Six Sigma to Sales Compensation
Can applying a strength-based LEAN Six Sigma methodology augment and improve sales force compensation plan development? In short; YES.
Traditional LEAN Six Sigma
The traditional application of the LEAN Six Sigma method for sales force compensation begins by defining the pain, conflict, and waste in a company’s sales compensation strategy. But focusing on problems saps motivation and has negative effects on sales staff retention.
Instead of conducting a LEAN Six Sigma analysis with the hope of correcting a perceived problem and an ultimate return to the even-keel state of business mediocrity, a strength-based approach draws attention to the strengths of the company as well as the sales team, and subsequently initiates changes that encourage continuous improvement and growth of both the company and individual sales representatives.