In most companies, the sales force is the engine that drives everything else. If it is not firing on all cylinders, the health of the entire company will suffer. So, how the sales force is positioned, directed and motivated is critical to the company's success. And more than anywhere else, compensation plays a major role in making this happen.

In a sales oriented culture, one of the essential challenges is in how we treat people – both people over the counter and behind it. With increased competition in today's workforce, retaining and motivating your sales force is a difficult task. Developing successful and rewarding compensation plans is a constant struggle for today's financial organizations. Sales programs must be designed to reward customer retention, improve customer needs satisfaction, and promote overall profitability and growth. In addition, the program must be customized to each company’s unique business objectives, performance goals, and competitive market position.

Sales compensation is as much of a management tool as it is a compensation tool. Companies use sales compensation to confirm sales objectives, improve sales productivity and reward sales results. Generally, a sales compensation design team can successfully devise an effective incentive plan simply by identifying and rewarding the preferred outcomes. In most sales situations, this is not an overly complex undertaking and easily accomplished. However, the success of a sales compensation plan is often thwarted by issues like long business cycles and difficulties in promoting cross-selling activities. Not all companies will face these issues, but when they do arise, the sales compensation design team needs to evaluate its current compensation system and use creative techniques to ensure the success of the sales plan.

We will help managers answer the following questions among others:

1. Does your sales incentive plan reflect your Company’s strategic objectives?
2. Does the plan reinforce what sales people are being asked to do?
3. Does the plan accommodate shared responsibilities or splitting commissions?
4. Does the plan improve the work environment and encourage the spirit of cooperation among sales people?
5. What is the right mix of pay between salary and sales commission?
6. Is the plan using the right performance measures and are appropriate quotas being set?
7. Should the plan be capped or uncapped?
8. Is the plan simple and easy to understand and administer?

Our Offerings

· Segment Definition and Targeting

· Segment Goals

· Channel Design and Selection

· Organization and Job Design

· Performance Metrics and Tools

· Individual Goals and Compensation