By Jerome A. Colletti
An up-to-date variation of a e-book for revenues managers and for repayment experts. With a brand new concentrate on on-line revenues, this complete e-book explains tips on how to layout and enforce a repayment plan that directs, motivates and rewards staff who practice successfully - "regardless" of revenues channels. Telesales and teleweb operations are the quickest starting to be fields in promoting - this booklet addresses easy methods to compensate those new channels. The explosion in web revenues on my own (definitely a "new revenues role") makes this a very stable time for a moment version. integrated are new rules on find out how to compensate revenues aid employees, 50 examples of latest revenues roles and the way they translate into task definitions, and greater than 20 version repayment plans. A dual-audience booklet, this moment variation should still entice either salespeople and compensaion professionals.
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Additional resources for Compensating new sales roles: how to design rewards that work in today's selling environment
First, not all interactions with customers are sales interactions, and therefore other company employees can frequently provide the greatest value to customers when they need help. When customers require service or reorders or information, they do not need salespeople. Second, as a company offers more products and services to meet customer needs, it wants to minimize the degree to which its sales model—the single point of contact—actually becomes a bottleneck to selling more to customers. To prevent this from happening, some companies implement a completely new process to define how they will interact with customers.
Part 3, “Implementing New Plans Successfully,” takes you through the process of installing a new sales compensation plan. Chapter 11, Page xxi “Tackling Some of the More Challenging Design Issues,” describes five “big picture” business issues and six sales compensation design issues that companies often face when they are making a change to a new sales compensation plan. Chapter 12, “How to Introduce Compensation Plans for New Sales Roles,” identifies the three hurdles to overcome when implementing a new sales compensation plan and provides a change management model and four steps to follow to achieve implementation success.
However, we did not expect to see the explosion in the number and type of new sales roles that is occurring today as many companies race to compete for customers through the effective use of the Internet. Far too often, the compensation plans that companies use to direct, motivate, and reward the new roles that sales success requires are out of step with business objectives. Rather than promote growth, the compensation plans actually hinder growth. Because of the explosion in the use of sales channels, spurred by the growth of the Internet, we felt compelled to update the first edition of our book at this time.
Compensating new sales roles: how to design rewards that work in today's selling environment by Jerome A. Colletti