• How do most companies look at return on investment (ROI) for their sales compensation expense?
  
  
• What portion of sales compensation expense do companies allocate to managing existing accounts versus pursuing new accounts?
  

  
  

• Do most companies expect their salespeople to generate new, additional gross profit each year that is equal to or greater than their compensation?

Here are some questions to consider as you determine the desired sales compensation ROI for your company, and how that ROI should be split between existing accounts and new accounts:

• What is the value of each sales dollar produced? Is the value different if a sales dollar is produced by an existing account versus a new account?
  
  
• How does the time and effort required to maintain (
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  ccounts versus pursuing new accounts?
  

  
  

• Do most companies expect their salespeople to generate new, additional gross profit each year that is equal to or greater than their compensation?

Here are some questions to consider as you determine the desired sales compensation ROI for your company, and how that ROI should be split between existing accounts and new accounts:

• What is the value of each sales dollar produced? Is the value different if a sales dollar is produced by an existing account versus a new account?
  
  
• How does the time and effort required to maintain
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  have reached after working with many different kinds of companies is that there is little commonality in how they establish the desired return on investment (ROI) from their sales compensation investments. Every company's circumstances are different; as a result, what might constitute an acceptable ROI for one company will not be considered acceptable by another company.

  Here are some questions to consider as you determine the desired sales compensation ROI for your company, and how that ROI should be split between existing accounts and new accounts:

  • What is the value of each sales dollar produced? Is the value different if a sales dollar is produced by an existing account versus a new account?
    
    
  • How does the time and effort required to maintain
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    ight constitute an acceptable ROI for one company will not be considered acceptable by another company.

    Here are some questions to consider as you determine the desired sales compensation ROI for your company, and how that ROI should be split between existing accounts and new accounts:

    • What is the value of each sales dollar produced? Is the value different if a sales dollar is produced by an existing account versus a new account?
      
      
    • How does the time and effort required to maintain
      Award Winning Disaster
      Anyone interested in success has either discovered, or will discover, that excellence is a requirement for winning. Success is a reward for excellence. Without proper balance though, the desire for excellence can bring disaster.With the competitive nature of business, companies of all sizes can have their quest for excellence used against them. As someone on the inside of the marketing trade, all too often I see the exploitation of clients rather than true marketing.Every business needs to make a good marketing presentation if they want to win in the market. Appearance is extremely important, but it is also easy to put too much emphasis on it. Creativ
      ng accounts and new accounts:
      • What is the value of each sales dollar produced? Is the value different if a sales dollar is produced by an existing account versus a new account?
        
        
      • How does the time and effort required to maintain (and grow) existing customers compare to the time and effort required to bring on new accounts?
        
        
      • Do accounts operate pretty much on "autopilot" once they have been brought on board, or must your salespeople continue to invest significant effort (in terms of internal prospecting, opportunity qualification, proposal generation, relationship management, etc.) to maintain sales volume and profitability?
        
        
      • Once an account has been brought on board, can ANY salesperson manage the relationship, or is there something special about the relationship that exists between the current salesperson and the account?
      I have seen cases where management held the opinion that ANYONE could manage and maintain the volumes of business that were being produced by major accounts. They questioned why they should continue paying high compensation to the salespeople who were managing those accounts.

      In some cases management chose to reduce commission rates, which caused the salespeople who had been ma