Building a Better Governance Committee

Posted by Chad Albrecht on Wed, Jan 22, 2020

Governance of sales compensation programs is becoming more important at companies throughout the world. Poor governance can lead to disengaged salespeople, perceptions of unfair treatment or even lawsuits. So how should you make your governance process more rigorous?


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Is Your Complex Incentives Plan Holding You Back?

Posted by Richard Smith on Mon, Jul 09, 2018

“Life is really simple, but we insist on making it complicated.” -Confucius

The same can be said for sales compensation. Incentive compensation plans are often far too complex. This complexity is usually the result of trying to make the plan fair or trying to please every stakeholder. In turn, this complexity makes these plans difficult to understand. Salespeople are busy. They spend most of their day visiting customers, and that’s what we want them to be doing. We also want that time with customers to be focused on the things that leadership believes will improve their performance and the company’s performance.


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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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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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