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  • Will You Add? - Sales Compensation: Creating Performance Clarity

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    nies expect a substantial revenue and profit return on their investment in sales compensation. For example:

    1. A company that pays a 10% commission inv

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    A prospective client called several days ago and asked: “What should I pay a great performer and what should I pay a salesperson who doesn’t meet expectations?”

    Assessing sales compensation effectiveness from the perspective of expected market pay levels is far too limiting. Sales compensation should be evaluated within the context of the entire performance and pay range for the job performed and results delivered. Furthermore, sales compensation plans and pay levels should be created or critiqued in the same way that one assesses any other investment geared toward making money or improving future business.

    Companies expect a substantial revenue and profit return on their investment in sales compensation. For example:

    1. A company that pays a 10% commission inve

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    Assessing sales compensation effectiveness from the perspective of expected market pay levels is far too limiting. Sales compensation should be evaluated within the context of the entire performance and pay range for the job performed and results delivered. Furthermore, sales compensation plans and pay levels should be created or critiqued in the same way that one assesses any other investment geared toward making money or improving future business.

    Companies expect a substantial revenue and profit return on their investment in sales compensation. For example:

    1. A company that pays a 10% commission inv

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    ated within the context of the entire performance and pay range for the job performed and results delivered. Furthermore, sales compensation plans and pay levels should be created or critiqued in the same way that one assesses any other investment geared toward making money or improving future business.

    Companies expect a substantial revenue and profit return on their investment in sales compensation. For example:

    1. A company that pays a 10% commission inv

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    vels should be created or critiqued in the same way that one assesses any other investment geared toward making money or improving future business.

    Companies expect a substantial revenue and profit return on their investment in sales compensation. For example:

    1. A company that pays a 10% commission inv

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    nies expect a substantial revenue and profit return on their investment in sales compensation. For example:

    1. A company that pays a 10% commission invests $1.00 to net $9.00 – a 9:1 return on its commission investment.

    2. A company that provides a $25,000 bonus opportunity to a field sales representative for generating $2,500,000 in revenue does so in the expectation that it will receive $100 for each dollar of bonus paid.

    So how do you increase the odds of getting a substantial return on sales compensation and achieve a reasonable compensation cost of sales? First, you build a clear understanding of how sales resources influence the sale so that your sales force is precisely focused on factors that matter. Supporting the sales effort through astute organizatio

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