There’s No One System for Paying Your Global Sales Force

Posted by Andris A. Zoltners, PK Sinha, and Sally E. Lorimer on Fri, Dec 04, 2015

One of the big challenges for the people leading global sales organizations is figuring out the right way to set pay for salespeople who work in vastly different countries and markets.


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Why Sales Teams Should Reexamine Territory Design

Posted by Andris A. Zoltners, PK Sinha, and Sally E. Lorimer on Fri, Aug 14, 2015

Companies are using more analytics to enable better sales force decisions, yet one area that is still too frequently undervalued is sales territory design, or the way in which the responsibility for accounts is assigned to salespeople or sales teams.

The distribution of customer workload and opportunity across the sales force has a direct impact on salespeople’s ability to meet customer needs, realize opportunities, and achieve sales goals. Our research shows that optimizing territory design can increase sales by 2 to 7%, without any change in total resources or sales strategy.


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When Sales Incentives Should Be Based on Profit, Not Revenue

Posted by Andris A. Zoltners, PK Sinha, and Sally E. Lorimer on Fri, Jun 12, 2015

Most sales forces link some portion of salespeople’s pay to sales metrics. For example, they pay a commission on the revenues salespeople generate or a bonus for achieving a territory sales quota. This proven “pay for performance” approach motivates salespeople to work hard and drive sales results.


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The Technology Trends That Matter to Sales Teams

Posted by Andris A. Zoltners, PK Sinha, and Sally E. Lorimer on Fri, May 15, 2015

A convergence of mobile, analytics, context-rich systems, and the cloud, together with an explosion of information, is transforming sales, and enabling buyers and salespeople to engage with each other in more effective and efficient ways. Recently, information technology research and advisory company Gartner compiled a list of top ten strategic technology trends. At least five of these trends have significant implications for sales forces, including:


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Why Sales Ops Is So Hard to Get Right

Posted by Andris A. Zoltners, PK Sinha, and Sally E. Lorimer on Tue, Jan 20, 2015

According to Spin Selling author Neil Rackham, when Xerox first established a sales operations group in the 1970s to take on activities such as sales planning, compensation, forecasting, and territory design, the group’s leader J. Patrick Kelly described his responsibilities as “all the nasty number things that you don’t want to do but need to do to make a great sales force.”


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