Research Review: Should You Use Team Incentives?

Posted by Chad Albrecht on Mon, Aug 13, 2018

This blog post is the second in a three-part series analyzing important sales compensation research.

In my previous blog post, I weighed in on the efficacy of offering cash vs. non-cash incentives based on several studies and published research. Here’s a look at some of the latest findings on team incentives.


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Research Review: Using Non-Cash Incentives for Short-Term SPIFFs and Contests

Posted by Chad Albrecht on Mon, Aug 06, 2018

This blog post is the first in a three-part series analyzing important research in sales compensation.

In 2012, Michael Ahearne and Thomas Steenburgh published the results of several sales compensation research studies in the July issue of Harvard Business Review. Their article was the most comprehensive of our time, revealing research on caps, interim sales bonuses, overachievement commissions and many other plan features.


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How to Motivate Your Sales Force in the New Year

Posted by Steve Marley on Wed, Jan 24, 2018


As we turn the page to a new year, companies typically begin rolling out their new incentive plans. The hope is that we’ve tweaked and updated the plans to refocus efforts and reenergize our sales forces. But are our salespeople motivated? Are they excited about their work? And if not, what would make them more enthusiastic in 2018? 


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The Two Must-Haves for Your Sales Compensation Plan

Posted by Chad Albrecht on Wed, Dec 13, 2017

As you finalize your 2018 sales compensation plan, you likely have a list of guiding principles that steer your plan design decisions, such as fairness, fiscal responsibility and the ability to administer. But two guiding principles stand above all others:


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Four Ways to Customize Your Incentive Plan

Posted by Mike Martin on Wed, Sep 20, 2017

Mayank Gupta co-wrote this blog post with Mike Martin.  

Over the past couple of years, there has been significant buzz within compensation circles around customizing and personalizing incentives. The motivating factors range from accounting for multiple generations in the workforce to accounting for local differences in salesperson geographies. One insurance company went so far as to have its salespeople set their own goals. The result was a 10% higher forecast than headquarters was expecting, along with a more empowered sales team. 


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