Have you already made the observation that not all incentives are created equal? Our analysis of clients’ existing sales plans commonly reveals a disconnect between actual sales force behavior and corporate sales strategies, costs affiliated with sales that go undetected, artificial sales that result from sales forces “gaming” sales plans; and perhaps most costly, sales strategies based on inaccurate sales transaction intelligence.
Commonly overlooked by sales organizations and solutions designed to manage commission payments is the valuable information contained within the sales transactions themselves. This information can affect profitability in a variety of ways.
In one case, a company elected to sacrifice short-term profits in order to expand market share. The strategy involved paying significantly higher commissions for sales that resulted from securing competitors’ client bases. A key consideration contained in the strategy was that only sales within an assigned territory would qualify for the increased commission. This was intended to eliminate sales reps from cherry picking easy sales from other reps’ territories.
After creating an entire department to support this new strategy, the campaign was launched. This occurred at the same time that Glocent was being installed for the customer. During the first parallel run, designed to reconcile the results of Glocent with the current in-house system, an 80% discrepancy rate between the two systems was revealed.
After a great deal of frustration had been voiced, it was eventually determined that the new group tasked to manage the new campaign did not have the resources to evaluate every sales transaction. The decision was made by the manager that it was better to give the sales reps the benefit of the doubt if a sale had not been properly evaluated. In her mind, it would reflect a more positive outcome from the campaign; and the sales people would be more motivated to support the new strategy.
Obviously, she was wrong on both counts. Based on her decision, the company ended up paying higher commissions for many sales that did not meet the necessary criteria. The reporting of those sales led to the company believing that its strategy was working, when in fact nothing much had changed.
Most organizations view incentive management from a commission calculations, or sales performance management perspective. Perhaps the greatest value a true ICM solution brings to the user, however, is the capability it has to merge a wide variety of sales and non-sales business information into one repository. This provides Glocent users the ability to gain a critical view into each transaction and the value it specifically brings to a company.