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Sales Strategy

The Art and Science of Quota Setting

C-Level in Sales Comp: Getting Involved and Supporting the Program

In order for sales compensation to work, the C-level goals of the company have to be incorporated. But at what point should the C-level get involved to communicate those goals?

Training Without Coaching

A WSJ article once cited that, “With some studies suggesting that just 10% to 40% of training is ever used on the job, it is clear that a big chunk of the tens of billions of dollars organizations spend annually on staff development is going down the drain.”

Your Revenue Roadmap: Driving Your Sales Strategy with Compensation

On a chilly morning in Sacramento, I sat perched on a vinyl bench seat, warily eyeing my rolling workplace for the day: an 18-wheeler, windows fogged from the cold, vibrating slightly as its engine idled. My tour guide, Cliff, was a driver sales rep for a major brewing company. Cliff climbed into the cab, slid over to the driver’s seat, and we pulled away from the distributor’s warehouse towards a 10-hour day of sales calls to convenience stores, supermarkets, bars, and restaurants.

Coaching Is Important ... But When Do I Do That, Again?

So we can all probably agree that coaching and development for the sales organization are important – even vitally important. But there tends to be so much confusion around it.

2013: Questions for a Lucky Year

Whether 2012 was a banner year for your sales organization or one preferably forgotten, it’s winding down. It’s time to start looking forward to 2013, that oh-so lucky sounding year.

For the C-Level

Late last fall, a group of senior sales leaders of a high-tech hardware company found themselves stuck. Their problems began 10 months earlier when the sales leaders embarked on their annual sales compensation review and design cycle. They went through the rounds of interviews and surveys with the sales organization, worked through alternatives for the plan, and arrived at a final set of compensation designs in early winter. The CEO, Edward, heard updates throughout the design phase and deferred to the executive steering committee.

The Balancing Act

“All of America trusts us with their bugs, but we can’t get the right message through to our sales force,” the chief marketing and sales officer of a national pest control company recently mused. As an executive, he had cut his marketing teeth at many big consumer products companies. At his current company, he had worked for several years to improve sales productivity and had recently reached the level labeled “sales incentives” where he was charged with motivating the sales force. But there was a problem.

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