1 / 56

Hosted by Aon Hewitt November 2, 2012

Greater Chicago Sales Operations Forum— The Future of Sales Management and What It Means for Plan Designs. Hosted by Aon Hewitt November 2, 2012. Prepared by Consulting Performance, Reward, & Talent Sales Force Effectiveness. Reminder: Why Are We Here?.

whitley
Download Presentation

Hosted by Aon Hewitt November 2, 2012

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Greater Chicago Sales Operations Forum—The Future of Sales Management and What It Means for Plan Designs Hosted by Aon Hewitt November 2, 2012 Prepared by ConsultingPerformance, Reward, & Talent Sales Force Effectiveness

  2. Reminder: Why Are We Here? • “Sales operations” as a hybrid function—no professional association or natural networking groups, no common language of what “sales operations” does or does not include. • Ownership of sales operations as an organizational competency resides in different functions from company to company. • As a result, companies find it difficult to connect with other companies facing similar sales operations and effectiveness challenges. • The Greater Chicago Sales Operations Forum intends to create a community of interest that can: • Serve as a resource for companies in identifying functional best practices; and • Foster business relationships through networking opportunities. Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  3. Topics Covered in Previous Sessions Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  4. Topics Covered in Previous Sessions Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  5. Session Agenda Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  6. (Re) Introductions • Name • Company • Current role • What issues or business processes are occupying your time this week? • How is your company doing this year relative to its goals? • What manager-related issues would you like addressed during today’s session? Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  7. Background: Frameworks for Improving Sales Performance Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  8. What is Everyone Trying to Accomplish by Improving the Effectiveness of Their Sales Efforts? Shifting the performance curve to the right! 100% “Performance” Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  9. Best Practice for a Highly Motivated, High-performing Sales Effort is for 60%–70% of Sales People to Achieve Goal 30%–40% of salespeople 60%–70% of salespeople Number of Salespeople Bottom 10% of Sellers Top 10% of Sellers Threshold 100% Excellence Quota Performance Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  10. The Most Common Approach: Quick Fixes Short-terms changes with no sustainable improvement The sales leader’s ‘whack a mole’ life—fix one problem, another pops up • Does this sound familiar? • Individual issue pops up • It’s addressed quickly to limit disruption • Only to be followed by another issue that requires immediate attention • And another… • What you miss by dealing with issues separately: • An understanding of how they connect to each other and to the overall sales system Cost of Sales Win Rates Turnover Segmentation Training Compensation Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  11. Aon Hewitt’s Sales Performance Model Aon Hewitt Sales Performance Model Realize Business Impact Understand Business Drivers AlignSales Force Creating a sales structure that is effective in meeting customer needs in an efficient manner Organization Design Customer Insight & Segmentation • Selling and Service Model • Job Roles and Structure • Deployment Planning • Enablement through Support Infrastructure Business Strategies Ensuring the availability of the right talent for the right role at the right time • Assessments • Recruiting and Selection • Career Paths • Training and Development • Leadership & Management Process Talent Management Value Proposition Maximizing the productivity of an engaged sales force to exceed business goals Performance and Rewards • Performance Management • Quotas and Measurement • Compensation and Recognition Competitive Dynamics 10 Consulting | Talent & RewardsProprietary & Confidential | 15010/OV001RB.PPT/LS-11581 08/2011 Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  12. Sales and Sales Management Processes • Organization Structure • Role Profiles • Compensation • Recruiting and Selection • Segmentation • Methodology, Playbooks • Account Strategies / Planning • Training and On-boarding • Communication • Technology Performance Drivers Elements of Sales Growth 2012 = End of Year Revenue + Price Increases - + + Cross-Selling Customer Scale-Back Up-selling & Expansion 2011 - + Beginning of Year Revenue Customer Churn Customer Acquisition Retention New Sales Base Business Net Growth Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  13. 6 Key Trends Impacting Sales Performance Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  14. Key Trends in Today’s Sales Organizations • Focusing on profitable growth—no longer just focusing on any kind of growth • Managing costs—continued focus on costs and efficiencies across the sales model • Refining segmentation models—not just the size of the company, but also the industry, account potential, etc. • Consultative vs. transactional selling—companies are looking beyond the product itself, seeing a greater understanding of the entire "solution" and how it will help them be more profitable • Channels gaining prominence in sales strategies • Evolving role and impact of the front-line sales manager Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  15. Trend #1—Focusing on Profitable Growth • More and more companies are emphasizing profitable growth, not just growth for growth’s sake. • Some companies are reallocating sales resources to their highest long-term potentially profitable clients and migrating less profitable, smaller clients to alternative, less expensive sales channels to address the profitable growth objective • Some firms are re-emphasizing business acumen and client industry knowledge competency requirements for their current and future Global, Strategic, or Key Account Managers based on the belief and experience that client’s expect those characteristics from their business partners Impact on Sales Management Process/Focus • Addition of profitability components to key sales metrics and compensation plans: • Sometimes the metric is gross margin (dollars or percent) on an individual sale or deal or contract • Sometimes the metric is account profitability, particularly for Global or Key Accounts • For sales management, the metric is usually linked to profitability within some higher organizational level, such as a division, group, or corporate Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  16. Trend #1—Focusing on Profitable Growth Sample CustomerProfitability Analysis Customer Size Client Size Avg Margin % of Profits Avg Avg Margin Margin Avg Margin % of Profits ($000) ($000) • A company had traditionally allocated most of its sales effort on mid-sized customers • This analysis led to a re-shifting of sales resources since the very smallest and very largest deals were actually the most profitable Smallest 19.9% 19.9% 15% 15% $0.8 $0.8 14.2% 14.2% 5% 5% $4.7 $4.7 13.5% 13.5% 6% 6% $8.8 $8.8 Mid-size 15.9% 15.9% 10% 10% $23.4 $23.4 Large 16.9% 16.9% 8% 8% $58.2 $58.2 Mega 14.2% 14.2% 56% 56% $377.9 $377.9 ALL ALL 15.2% 15.2% 100% 100% $4.7 $4.7 Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  17. Trend #2—Managing Costs • Coming out of the recession, companies are still striving to reduce sales costs (and SG&A costs in general) in response to the slumping market conditions • Redesigning sales processes to remove inefficiencies and maintain existing market coverage with fewer and/or cheaper resources • Reevaluating the geographic market coverage to optimize their sales force deployment against their customers • Modifying coverage of less profitable customers to lower cost channels (i.e., telesales, Internet, resellers) or exiting unprofitable markets altogether Impact on Sales Management Process/Focus • Movement to greater pay-at-risk to reduce fixed costs associated with sales force operations • Implementation of sales compensation programs for new channels and/or roles Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  18. Trend #3—Refining Segmentation Models • As customers become more sophisticated and educated purchasers, companies are continuously are becoming more sophisticated in their customer segmentation and how they go-to-market against those segments • The most basic segmentation, company size, is giving way to segmentation based on buyer behavior (how, where, when, and through which channel, they wish to purchase), customer profitability, account potential, industry specialty, or some combination as the segmentation criteria of the future • Tailored value propositions, targeted to the specific customer segment are being developed enabling the sales resource to sell more effectively • Sales organizations and selling roles are being transformed to accommodate these new models with new performance and skill expectations (multi-channel models, multiple sales forces, niche selling roles) Impact on Sales Management Process/Focus • Introduction of metrics that reflect the particular customer segment: • Efficiency metrics for transactional buyer segments (i.e., # of customers sold, transaction speed) • Effectiveness metrics for consultative buyer segments (i.e., close rate, customer satisfaction, share of wallet) • Other tailored, segment-specific metrics Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  19. Cost of Sales Across Sales Roles/Levels and Customer Segments can Vary Considerably and Drive Decisions Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  20. Trend #4—Consultative Versus Transactional Selling • As the decision making authority for many B2B purchases rises to the executive suite, companies are all feeling greater pressure to better differentiate their offering from their competition • Selling just a product or service’s “features and benefits” is inadequate in many selling situations as executive decision makers demand an understanding about how your product or service will improve their business performance and shareholder or owner wealth • As product offerings broaden to meet ever more sophisticated client needs for a complete solution to their problem, the sales professional’s ability to advise the client and consult and guide on their business issue is becoming increasingly in demand • The sales professional who is perceived as the client’s “trusted advisor” with the foresight to anticipate client needs and challenges within the competitive environment they are facing maintains an unparallel position and stature with that client • The sales professional who can orchestrate and help in coordinating all the resources involved in meeting a client’s needs such as channel partners, internal vendor resources, supply chain is also becoming more evident Impact on Sales Management Process/Focus • Varies depending on exact nature of solution sales • Cross-sell metrics • “Basket of goods” metrics to reward solutions, not individual products sales • Rewards for attach rates of ancillary services Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  21. Sales and Sales Management Roles in Many Industries Are Migrating Rapidly From Transaction-based Legacies to Higher Level Selling With More Complex Offerings Sales Models Customer Buying Center • Partnership/Alliance Model • Strategic, business-to-business relationship • Doing business through multiple agreements • Consultative Model • Complex products/services • Functional integration of business processes • Long-term relationships with customers • Solution Model • Attempt to convert customers to preferred accounts • Important to understand customer’s needs • Goal is repeat and referral business • Transactional Model • Simple products/services • Inventory management is essential • Focus on high volume, multiple customers • Product or price differentiation is key Executive Suite Operational Executives Department/Supervisory Management Purchasing & Administration Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  22. Each Sales Model Has Unique Implications for the Role, Selling Process, and Management Practices Sales Model Element Compensation Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012 *Account Size: A-Large, B-Medium, C-Small

  23. Trend #5—Channels Gaining Prominence in Sales StrategiesChannel partners are evolving to cover some key accounts previously covered by the field direct Current Future AStrategic Accounts AStrategic Accounts Direct BKey Accounts BKey Accounts C Mid-Market C Mid-Market D Small Business D Small Business Partner Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  24. Courage to change Clear line of sight: Rigorous management processes Front-line Sales Managers • Culture • Strategy • Employees • Customers Courage to change Courage to change Consistent execution of sales processes and training Courage to change Trend #6—Evolving Role and Impact of the Front-line Sales Manager Characteristics of high-performing sales efforts Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  25. Front-Line Sales Leaders in High-Performing Sales Organizations Are Focused on Managing and Leading the Critical Sales Assets to Meet (And Exceed) Objectives Future focus of front-line manager role Historical focus of front-line manager role • Key customer relationships • Right sales rep skills, behaviors • Engage, energize • Staffing levels/resources • Discipline of management processes & tools Exceed objectives! • Sell/close deals • Recruit, train • Manage expenses • Paperwork/reports/meetings • Corporate initiatives/ problem solving Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  26. The Right People in These Key Roles Building the Right Capabilities Will Ultimately Be the Means to Success Future front-line manager role • Protect/expand customer relationships • Develop the right skills and drive the right behaviors in sales people • Engage, energize, motivate sales people • Staffing levels • Drive discipline/use of sales processes, tools Engaging and coaching … the most critical job of the front-line sales leader Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  27. How High-Performing Companies have Structured and Nurtured the Sales Manager Role Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  28. What If More of Your Sales Managers Operated Like Your Top-performing Sales Managers? What would be the financial impact at your company? High-performing front-line managers produce higher performing sales people, a winning culture, and lower turnover! Shifting the performance curve to the right! To >60% of Sales People above Quota From <40% of Sales People above Quota 100% Quota Performance Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  29. The Top-performing Managers Deliver More Growth, Better Plan Achievement, and More Productivity Per Rep! For example Summary Statistics Top Median 2009 Sales $25,300,000 $19,250,000 2010 Sales $28,000,000 $20,100,000 % Growth 10.7% 4.5% % Plan 108% 102% Span of Control 9.5 9.0 Sales / Rep $2,950,000 $2,250,000 Incentive Payout $32,000 $15,000 Tenure 9.0 13.5 Salary $110,000 $90,000 Total Cash Compensation $143,132 $105,000 Rank 11 52 Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  30. Time Allocation of Sales Managers 100% 7% 8% 11% 90% 80% 37% 70% 42% 53% 60% 50% 18% 40% 15% 13% 9% 30% 8% 8% 20% High-performing Sales Managers spend more time coaching 18% 15% 11% 10% 10% 9% 8% 0% Avg. bottom 25% Avg. middle 50% Avg. top 25% Non-Sales Administration Performance management Planning Coaching Sales calls In a Recent Time-allocation Study of Sales Managers, Those at the Top Quartile of Performance Spent the Most Time Coaching Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  31. Strongly disagree Strongly agree Solidperformers Topperformers 1 2 3 4 2.8 1.3 I am empowered to make business decisions in the field My manager is empowered to make businessdecisions in the field 2.8 1.7 Co. always communicates the reasoning behindbusiness decisions 2.8 1.7 The criteria for promotion to the next levelis fair 1.7 1.0 The process for promotion to the next level is fair 2.3 1.7 The pay beyond target performanceis worth the additional effort 1.7 1.0 The crediting process encourages sales people towork together all the time 2.3 1.7 The pay that managers can earn beyond target performanceis worth the additional effort 1.7 1.0 Solid performers Top performers Survey Results From High-performing Sales Managers are very Different than Those From the Field Overall Selected survey responses—Top and solid performers Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  32. Survey Results From High-performing Sales Managers are Very Different Than Those From the Field Overall Selected survey responses—Top and solid performers Most impact Least impact Solidperformers Topperformers My performance would improve the most if: 1 2 3 4 5 6 7 8 9 3.4 6.3 There was improved sales skills training We had more freedom to make 4.0 4.0 key business decisions in the field My team did not have to focus as much 4.2 3.0 on operations issues I had more freedom to make key business 4.8 1.0 decisions in the field My team had additional administrative 4.8 5.7 and customer service support My team did not have as many reports 5.2 5.0 to review or complete There was better product training 5.4 5.7 My team did not have to drive as far 8.8 7.3 between customer visits Solid performers Top performers Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  33. Each Sales Model has Unique Implications for the Role, Selling Process, and Management Practices Sales Model Element Compensation Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012 *Account Size: A-Large, B-Medium, C-Small

  34. It Takes More Than Just the Right Skills and Tools to Maximize Performance … RIGHT BEHAVIORS …. The Foundation (Competencies, skills, activities, tools, etc.) Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  35. It Takes The Right Focus and Strategies! RIGHT FOCUS/ VALUES What really ensures success and accelerates positive change RIGHT STRATEGIES RIGHT BEHAVIORS …. The Foundation (Includes: competencies, skills, activities, tools, etc.) The real difference between high performers and the rest of the pack lies in having the right focus and the right strategies … in every industry! Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  36. Focus on Excellence—High-Performing Sales Managers Have Very Different Characteristics Than the Rest of the Pack Illustrative Example Output Most of these gaps can be bridged through changes in role structure, selection, development, and other processes Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  37. The Journey to High-Performing Sales Leaders Starts With Identifying the Right Focus and Strategies in Your Sales Organization, not Just the Right Competencies… Today’s Sales Organization high-performing Sales Organization Right Focus Right Focus • Faster change process • Lower risk process Right Strategies Right Strategies Right Behaviors/ Activities Right Behaviors/ Activities …. and then transferring them to everyone! Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  38. Future Focus • Protect / expand customer relationships • Develop the right skills and drive the right behaviors in sales people • Engage, energize, motivate sales people • Staffing levels • Drive discipline/use of sales processes, tools Restructuring the Role and Providing the Right Focus and Strategies Will Ultimately Be the Means to Success Historical Focus • Sell/close deals • Recruit, train • Manage expenses • Paperwork, reports, meetings • Corporate initiatives, problem solving Engagingand coaching … the most critical job of the front-line sales leader Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  39. Two of the Key Drivers of Sales Force Performance Customer Loyalty Sales Force Engagement ? Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  40. Connecting and Tracking Customer Loyalty and Sales Force Engagement, Through the Sales Manager… Sales Force Engagement Front-line Sales Manager Customer Loyalty • Key Accountabilities • Customer relationships and coverage • Sales rep skills and abilities • Sales staffing levels and turnover • Energy, engagement, and motivation of the field • Leveraging key processes and tools Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  41. Connecting and tracking customer loyalty and sales force engagement, through the sales manager … … will drive more stable and predictable sales results Sales Force Engagement Front Line Sales Manager Customer Loyalty • Top Drivers of Sales Force Engagement • Manager understands what • motivates me • Have resources necessary to • do my job • Trust senior leadership of the • organization • Involved in decisions that • affect my work • Alignment of personal and organization goals, culture • Drivers/Metrics of Customer Loyalty • Net Promoter Score (NPS) • Client/Customer Promise • Retention Rates • Expertise/Problem Solving • Integrity • Responsiveness • Value • Penetration, share of Wallet Measurement & Accountability Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  42. Group Discussion #2 • How many of you are coming close to structuring the Sales Manager role in the ways we have described above? • What has worked or not worked, from your experience? Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  43. Implications for Sales and Sales Management Incentive Design Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  44. Trends We're Seeing in Sales Compensation Plans • Longer, more complex sales cycles leading to more bonus over commission • General migration toward global alignment • More use of profit as a key metric • Overall compensation is less about being competitive within the market, and more about how much business a sales rep can generate (i.e. cost of sales) • Greater percentage of pay at risk • More efficient plan administration processes and tools • More sophisticated analytics • Heightened sales compensation plan governance • Better alignment between sales managers and the sales people they manage Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  45. Incentive Plan Designs Should Reflect the Balance Between the Strength of Management Processes and Reliance on Incentive Plans to Drive Behaviors Strong (Account) Management Processes One Metric Only One/Two Metrics + Scorecards Low Reliance on Incentive Plan High Reliance on Incentive Plan Multiple Metrics + Product SPIFs All-Inclusive, Complex Incentive Plan Weak (Account) Management Processes 44 Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  46. Breakout Session #2 • Based on your experience and what we have discussed so far today, what plan design elements do you think will support the evolving Sales Manager role and what will not work? Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  47. Sales Compensation Plan Alignment Does Not Mean Sameness! Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  48. Breakout Session #2 • Based on your experience and what we have discussed so far today, plan design elements do you think will support the evolving Sales Manager role and what will not work? Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

  49. Illustration of “Manager Quality” Bonus Bonus on # of Direct Reports > Goal Measured & Paid Annually • Purpose & Considerations: • Intended to send a strong message about importance of managing all direct reports to succeed • May be problematic, mathematically, if total number of direct reports is below 8 48 48 Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012 Market/Division/Tier 3 (Optional) | Practice Group/Tier 4 (Optional)Proprietary & Confidential (Optional) | Date (Optional) Consulting | Global Compensation & TalentProprietary & Confidential | 09755/OV001RB.PPT/LS-11581 06/2012

  50. Aligning Sales Manager and Sales Representative Compensation Compensation and Career Progression Single Path Dual Path Pay Level X X X X $150K Top 10% 2. Instead of transferring to management, a sales rep can stay on to increase his/her pay 2nd level Manager 2nd level Manager 1. A sales rep can transfer to a manager level position X X $100K A promotion to a manager level position is the only way for pay to increase Front-line Manager Front-line Manager Payout Topped Off Payout at 100% of quota X X $50K Sales Rep #1 Sales Rep #2 Consulting | Global Compensation & TalentProprietary & Confidential | AA/SF/GCSOF.PPT/LS-11581 02/2012

More Related