Making changes to sales compensation is one of the most challenging ideas for sales operations to “sell” internally to senior leaders. This is primarily because of the risk involved: Poorly designed compensation plans can destroy sales performance and cause wild swings in one of the company’s largest and most variable expenses — sales commissions. In this report we present a method that helps sales operations leaders improve their persuasion skills and win support for proposed sales compensation plans by viewing these proposals from the perspective of key stakeholders.
Simple compensation plans that align to corporate goals — and are free of onerous terms and conditions — give salespeople freedom and incentive to pursue their primary ambition of maximizing personal earnings. This ends up advancing the corporate goal of maximizing revenue growth. In this report, we introduce a structured and logical approach to designing and managing simple, well-aligned sales compensation plans that meet the needs of the organization as well as individual salespeople.
An economic crisis usually impacts demand and sales revenue. While changes may be needed, this is not the time to adjust all compensation components. Any changes must be aligned to assisting at-risk employees and right-sizing the plan to updated goals and objectives for the company. This toolkit summarizes guidance on making changes to sales compensation during an economic crisis to account for lost sales and depressed demand.
Compensation programs are a key driver of sales growth so they are very well established in sales organizations. Companies and reps have learned what to expect from their compensation plans, which has led to a lack of ambition to make changes that move too far from these expectations. An evaluation of rep feedback reveals plan performance gaps that can improve sales performance. In this report, we provide key findings from Forrester’s 2021 State Of Sales Compensation Survey and recommendations for organizations seeking to optimize their compensation plans.
Over the last several decades, the sales process has been used to guide sales reps trying to convert leads into opportunities and opportunities into closed business. However, many sales processes tend to impose a rigid, linear view of buyer engagement that does not alter itself on the fly. This report introduces the concept of dynamic guided selling, which leverages automated activity capture and the analysis of buyer and customer interactions to deliver sales insights and intelligence that sales reps use to win more deals.
Organizations that fail to adopt modern technology solutions for their revenue engine face a competitive disadvantage. Sales functions can accelerate sales productivity gains by deploying carefully selected technology solutions across three core user groups. We define technology-enhanced selling as selling that uses technology, process optimization, and improvement in associated competencies to drive sales productivity improvements, complement customer needs, and behaviors, and accelerate revenue generation by improving customer interactions. In this report, we define the benefits organizations can experience and the goals and objectives they can achieve with proper implementation of sales technology.
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