Sales Credit ‘Stacking’: Overpaying or Necessary Evil?

Posted by Chad Albrecht on Fri, May 25, 2018

“Stacking” is a dirty word in sales comp. It generally refers to the number of people getting paid for a single deal. The sales credit “stacks up” such that three, five or even eight people are credited and paid on a single deal.


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Sales Comp for Support Staff: A Cautionary Tale

Posted by Chad Albrecht on Mon, May 07, 2018

As I ponder 20 years of sales compensation work, I’m seeing history repeat itself—specifically, the idea of sales support roles being on a sales compensation plan.


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Show Them the Money, but Why?

Posted by Richard Smith on Tue, Apr 10, 2018

Many are familiar with that key scene in the movie Jerry Maguire, in which football player Rod Tidwell shouts, “Show me the money!” In the movie, Tidwell’s agent, Jerry, attempts to convince Tidwell that he must be more flamboyant if he wants to make more money. Football is entertainment, not just a sport. Up until that iconic line, Tidwell disagrees and feels that he should be paid purely on his athletic performance and ability.   


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How United Gambled (and Lost) on a Lottery Incentive

Posted by Steve Marley on Thu, Mar 08, 2018

On Saturday, I read a news story that described the new incentive program at United Airlines that would replace employee bonuses with a lottery-style program. The author clearly wasn’t in favor of the new incentive idea, referring to the news as “unfortunate” and mocking United’s description of the new lottery program as “exciting.”


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To Avoid Annual Sales Planning Headaches, Start Planning Now

Posted by Kevin Josephson on Thu, Feb 22, 2018

At a recent conference, I saw a T-shirt that read, “I Survived Quota Setting 2017.” It’s a statement that most sales operations leaders can relate to, having just completed the exhausting annual sales planning process. This exercise can be daunting, as there are many different teams often concurrently making decisions on sales compensation plans, territories, quotas and targets that all affect each other. Coordinating the impact of all of these decisions often prevents sales leaders from thinking holistically about the decisions that they’re making. They know they can do better, but sometimes they’re too bogged down by day-to-day operations to focus on planning strategically.


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