What your CEO needs to know about sales compensation connecting the corner office to the front line
Addressing sales compensation challenges from the most critical vantage point...the C-suite.
| Autor principal: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
New York :
American Management Association
c2013.
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628762206719 |
Tabla de Contenidos:
- Cover; Contents; Acknowledgements; Introduction; CHAPTER 1 Your Revenue Roadmap: Driving Your Sales Strategy with Sales Compensation; Aligning to the Strategy; The Four Layers of the Revenue Roadmap: Connecting Your Sales Strategy and Compensation; Insight; Sales Strategy; Customer Coverage; Enablement; Setting Your C-Level Goals; The Sales Compensation Diamond: The Facets of Evaluating and Designing a Sales Compensation Program; Determine Target Pay; Calibrate Pay Mix; Create Upside Potential; Establish Performance Thresholds; Develop Measures and Priorities; Define Levels and Timing
- Design MechanicsAlign the Team; Set Objectives and Quotas; Institute the Governance Process; Operate the Program; Evaluate the Program; 5 Questions You Should Ask Your Team About Sales Strategy; CHAPTER 2 Lapdogs, Dobermans, and Retrievers: Motivating the Breed that You Need; What Breed Do You Need? Aligning Sales Roles to Revenue Flows; The Three Strategies for Revenue Growth; Sales Roles and Their Canine Counterparts; The Big Picture on Sales Roles; The Six Dimensions of Sales Roles; 5 Questions You Should Ask Your Team About Sales Roles
- CHAPTER 3 The Reverse Robin Hood Principle: Differentiating Top PerformersThe Building Blocks of Sales Compensation; Base Salary; Target Incentive; Pay Mix; The Reverse Robin Hood Principle: Upside Potential; Factors Determining Upside; Thresholds; Thresholds Aren't for Everyone; To Cap or Not to Cap; 5 Questions You Should Ask Your Team About Pay Mix and Upside Potential; CHAPTER 4 Performance Metrics: Measure Twice, Pay Once; Performance Measures[sup(3)] (Cubed); Measures; Level; Frequency; Performance Measure Pitfalls; Using Measures Without Clear Line-of-Sight
- Measuring at the Wrong LevelMeasuring What Can't Be Controlled; Measuring on a Sliding Percentage Scale; Using Conflicting Measures; Selling Incentive Plan Real Estate to Marketing; Misaligning Bookings and Billings and Losing Urgency; 5 Questions You Should Ask Your Team About Performance Measures; CHAPTER 5 Big Deals: Aligning and Motivating Strategic Account Sales; Defining Strategic Accounts; Sales Potential; Strategic Value; Understanding How the Customer Makes Decisions; Centralized Process; Preferred Provider Process; Decentralized Process; Promoting a Solution Sale
- Motivating Creative Sales RolesDiscern Between Creativity as an End and Creativity as a Means to a Sales Result; Consider Fewer Directive Incentives and More Incentives with Latitude; Understand Motivators for Highly Cognitive Sales Roles; Involve Creative Sellers in Creating Their Own Goals; The Sales Crediting Balance; Measuring Mega Deals; 5 Questions You Should Ask Your Team About Strategic Accounts; CHAPTER 6 A Quota Quandary: Setting Equitable and Profitable Sales Goals; Some Challenges with Quotas; The Forensics: Do You Have a Quota Issue or a Sales Effectiveness Issue?
- 10 Success Factors for Better Quotas
