Compensating new sales roles: how to design rewards that by Jerome A. Colletti

By Jerome A. Colletti

An up to date version of a booklet for revenues managers and for reimbursement experts. With a brand new specialize in on-line revenues, this finished e-book explains tips to layout and enforce a reimbursement plan that directs, motivates and rewards staff who practice successfully - "regardless" of revenues channels. Telesales and teleweb operations are the quickest turning out to be fields in promoting - this e-book addresses tips to compensate those new channels. The explosion in net revenues by myself (definitely a "new revenues role") makes this a very solid time for a moment version. integrated are new rules on how you can compensate revenues aid employees, 50 examples of recent revenues roles and the way they translate into task definitions, and greater than 20 version repayment plans. A dual-audience ebook, this moment variation should still entice either salespeople and compensaion execs.

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Extra resources for Compensating new sales roles: how to design rewards that work in today's selling environment

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Management begins to realize that not all customers are good customers. To administer scarce resources efficiently, the company requires sales strategies for groups of customers and finds that continuing to cover customers through an expensive channel like the direct sales force may actually limit growth. ’’ The factor limiting growth is the speed at which a company can move to prevent its own obsolescence—in particular, the obsolescence of the sales organization that up to this point in the company's history has been the source of its success.

II. 3/22—dc21 01-018865 CIP � 2001 Colletti-Fiss LLC All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Printing number 10 9 8 7 6 5 4 3 2 1 Page v CONTENTS List of Illustrations xi Foreword xv Preface xvii Acknowledgments xxiii Part 1: New Market Requirements 1 Chapter 1 Why Your Company Requires New Sales Roles 3 How to Create New Sales Roles and “Recharter” Existing Jobs 5 New Sales Roles: The Key to Business Success 6 Six New Sales Roles That Improve Interaction with Customers 8 Transactions versus Relationships: How to Help Your Company Implement New Sales Roles 12 Three Key Elements of the Customer Relationship Management Model 14 Four Telltale Symptoms That a Company Needs New Sales Roles 16 How Your Company Can Benefit from Investing in New Sales Roles 18 Three Critical Compensation Challenges 20 Summing Up 25 Page vi Chapter 2 Why Sales Compensation Plans Fail—and How Yours Can Succeed 26 Four Integral Parts of a Dynamic Sales Compensation Plan 27 How a New Sales Compensation Plan Can Help Improve Products, Service, and Cost Performance 29 Five Positive Outcomes of a Successful Sales Compensation Plan 31 Five Reasons Why Sales Compensation Plans Fail 36 Can You Fix a Failed Sales Compensation Plan?

When two major corporations appointed national account salespeople, they established call centers to support the sales representatives. They thought the call centers were going to deal with only smaller accounts. They discovered that, after the initial order, the large accounts preferred to deal with the call centers. The customers did not need the sales help once the contract had been set up. Today, of course, it is possible to obtain utilization and usage information reports electronically. Customers can dial in to a Web site or to EDI.

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