Sales compensation plans change regularly to reflect shifting priorities, but they retain a consistent aim: to positively affect selling behavior and motivate productive effort. Unfortunately, most firms do not consider their sales compensation programs effective, according to recent SMA benchmarking research, despite the often lucrative earning opportunities they present sellers.
Join us as we share results from recently concluded research investigating the underlying drivers of effective sales compensation programs. The research considers how (and whether) firms measure and evaluate the effectiveness of their sales compensation investments, identifies reasons why sales compensation’s impact on selling behavior may be muted or lost altogether, and considers characteristics prevalent in high performing sales compensation programs. Factors examined include incentive design, planning inputs and processes associated with management decision making, and how salesperson payees receive, understand, and judge their sales compensation program.
Research findings also:
- identify sales compensation practices of firms with effective sales compensation programs and quantify the business impact of those practices;
- identify common flaws in plan design or program management that undermine salesperson understanding and buy-in; and
- suggest a measurement framework for gauging the overall effectiveness of a firm’s sales compensation program.
Please be sure to participate in this research initiative, by taking the short survey listed here:
