SalesGlobe E reward Deck 051117 Delegate C SLIDES.pdf · Karen Clarke and Tom Edmunds-Anaplan 2:40-Showcase-Refreshment with Exhibitors 3:00-The Benefits of Automating Complex Compensation

May11,2017www.SalesGlobe.com(770)337-9897

ShowcaseonSalesCompensation

￡

4/17/17, 3:21 PM

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mark

miche

lle

• SalesGlobeManagingPartner• ClosetArtSchoolMBA• SalesEffectivenessExpert

• SalesGlobeGlobalPracticeLeader• BigIdeasinaSmallPackage• StrategyandChangeManagementExpert


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salesglobeAdvisoryandConsultingServices• SalesStrategyandOrganization• AccountStrategyandPlanning• IncentiveCompensationandQuotas

ABitAboutUs

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@SalesGlobe

SalesGlobe.com


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scheduleToday’sSchedule

9:30- Introduction- AGuidetotheObjectivesofToday’sEventMarkDonnoloandMichelleSeger- SalesGlobe

9:35- SalesCompensationDesign- ChallengesandBestPracticesMarkDonnoloandMichelleSeger- SalesGlobe

10:20- SponsorPresentation- TheSecretofShiftingSalesCulturetoDriveMaximumROIJonClark- OpenSymmetry

11:00- Showcase- RefreshmentwithExhibitors

12:05- SponsorPresentation- TransformingYourSalesForce:HowtoUseYourCompensationSolutiontoGaintheTrustofYourEndUsersRossElmsly-BeqomMathieuNuee- HeadofVariableCompensation,PagesJaunes

12:35- Lunch

1:25- TopicTablesEveryone


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scheduleToday’sSchedule(Cont’d)

2:10- ConnectedPlanningforSales:DeliverOn-TimeSalesPlansWhileIncreasingCompensation,Quota,andForecastAccuracyKarenClarkeandTomEdmunds- Anaplan

2:40- Showcase- RefreshmentwithExhibitors

3:00- TheBenefitsofAutomatingComplexCompensationProcessesMattBlanchard- IBM,AdamBaker- CloseBrothersAssetFinance

3:30- AligningTheTeamandCommunicatingthePlanMarkDonnoloandMichelleSeger- SalesGlobe

4:30- PanelSession:GlobalHarmonisationMarkDonnoloandMichelleSeger- SalesGlobewithJillMerken- GemaltoRichardHigham- C3AdvisoryRahimRajan- KantarGroupKelseyJoyce- MATRIXXSoftwarePedroJeronimo- Aricent

5:00- Close

SalesCompensationDesign- Challengesand

BestPractices


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TopChallengesinSalesCompensation


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issuesPlanCom

plexity

“I’mnotclearonexactlyhowI’mpaid.Ijusthopethecheckisright.”

45%

SettingEffectiveQuotas“Youhityourquotaandgetrewardedwithabiggerquotanextyear.It’snotrelatedtoopportunity.”

52%

DrivingSolutionSelling“Theplandoesn’tsupportsolutionselling.Itdrivesanaggressivesalesprocessandweneedtobemoreconsultative.”

36%

KeepingtheOrganizationEngaged

“Ourrepsaren’thittingtheirobjectivesinthiseconomicenvironment.Weneedtokeepthemfocused.”

29%

SupportingtheSalesStrategyandSalesRoles

“Ourplanpromotesbehaviorsthataredifferentthanourstrategy.” 39%

DifferentiatingTopPerformers“Ourhighestearnersaren’tnecessarilyourhighestperformers.Wecan’tattractandretaintherighttalent.”

42%

SomeTopSalesCompensationChallenges


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contextStrategicContext:TheRevenueRoadmap

TheRevenueRoadmapInsight

VoiceoftheCustomer

MacroMarket

EnvironmentCompetitorPerformance

BusinessPerformance

Enablement

SalesStrategyProducts& Services

Segmentation& Targeting

ValueProposition

ApproachtoMarket

CustomerCoverageSales

ChannelsSalesRoles& Structure SalesProcess Sales

Deployment

IncentiveCompensation

& QuotasRecruiting& Retention

Training& Development

Tools& Technology

Chartsanactionablegrowthplan.

Matchesroles,resources,andprocesstocustomerneeds.

Alignsexecutionwiththegrowthstrategy.

Providesinformationforplanningandstrategy.


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diamond

C-LevelGoals&SalesRoles

TargetPay

PayMix1

2UpsidePotential

3PerformanceThreshold

4

5Levels&Timing

6

Measures&Priorities

Evaluation

12Operations

11

Governance

10Objectives&

Quotas

9Team

Alignment

8

Mechanics

7

SalesCompensationDiamond


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strategyTargetPay

PayMixEvaluation


1

212UpsidePotential


4

5

Operations

11

Levels&Timing

6

Measures&Priorities

Governance

Objectives&Quotas

9

10

TeamAlignment

8

Mechanics

7

GoalsandRoles


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strategy

Financial

C-LevelGoals

“Wewanttoalignourbestsalesresourceswiththerightbuyersfurtherupintheorganization.”

“Wewanttoexecuteourstrategyofofferingourfullportfolioofsolutionsbasedoncustomerneeds.”

“Weneedtobuildthesalesorganizationofourfuturewithonefacetothecustomer.”

“Weneedtobreakthecomplacencyinoursalesculture.”

“Wewanttodrivetwiceasmuchsalesproductivitythreeyearsfromnow.”

C-LevelGoals


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roles

Foundationfor:-Understandinggrowth-Planningthestrategy-Aligningcoverage-Supportingwithcompensation

2.BuyerPenetration

1.Retention

CustomerGrowth

4.NewCompetitive

Wins

5.NewMarkets

MarketGrowth

ComponentsofRevenueGrowth

3.ProductPenetration Pr

oductG

rowth

TotalGrowth

ThisYear’sRevenue

LastYear’sRetainedRevenue

AligningRolestotheStrategy


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K9>HF


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rolesCustomerGrowth

TotalGrowth

ThisYear’sRevenue

MarketGrowth



Prod

uctG

rowth

AccountAcquisition

MotivatingtheBreedThatYouNeed

AccountManagement

ServiceDelivery


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CustomerGrowth

TotalGrowth

ThisYear’sRevenue

MarketGrowth



Prod

uctG

rowth

Specialization- ProductorMarket

NewOpportunityPointing

rolesMotivatingtheBreedThatYouNeed


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rolesCustomerGrowth

TotalGrowth

ThisYear’sRevenue

MarketGrowth



Prod

uctG

rowth

Multi-RoleHybrid

MotivatingtheBreedThatYouNeed


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onwardSuccessFactorsforC-LevelGoalsandSalesRoles

1. IdentifytheC-levelgoalsoftheexecutiveteamandstakeholders.

2. UseC-LevelGoalsasacommunicationsframeworktoconfirmunderstandingandpositionyourdesignproposals.

3. Buildrolesfromthesalesstrategy.

4. Createfocusanddon’toverloadthebandwidth.

5. GettherightDNAforeachrole- don’tforcefit.

FramingthePlanandLinkingtoPerformance


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framingTargetPay

PayMixEvaluation


1

212UpsidePotential

3

5

Operations

11

Levels&Timing

6

Measures&Priorities

Governance

Objectives&Quotas

9

10

TeamAlignment

8

Mechanics

7

PerformanceThreshold

4

FramingthePlan


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whole

70%￡55,000

30%￡23,000

BaseSalary

TargetIncentive

30%￡23,000

TCC￡78,000

￡101,000 Excellence

￡18,400 Revenue

SecondaryMeasure(ServiceLines)￡4,600

80%

20%

80%

20%

￡18,400

SecondaryMeasure￡4,600

Revenue

PuttingthePiecesTogether- AnExample

PuttingTogether:

• Salary• PayMix

• Upside• Measures

• Weights


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Q:What’stheBiggestMotivatorinthePlan?


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mix

90%

TTC(TargetTotalCompensation)

70%50%

AccountAcquisition

AccountManagement

ServiceDelivery

TargetIncentive

BaseSalary

30%50%

10%

PayMix


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upside

90%

TTC(TargetTotalCompensation)

PayMixandUpsidePotential

10%10%+

30%

30%+

50%

50%+UpsidePotential:200%- 300%+ofTargetIncentive

TargetIncentive

BaseSalary

AccountAcquisition

AccountManagement

ServiceDelivery

70%50%


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upsideTheReverseRobinHood


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thresholdTheBusProtocol

ModerateThreshold

WhatPortionofQuotaWouldRecurWithouttheRep?

PayfromFirstDollar

HighThreshold

SlowRampfromFirstDollar

None FullQuotaEvent

Annuity

WhatistheTypicalTypeofSale?


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performanceLinkingPayandPerformance

TargetPay

PayMixEvaluation


1

212UpsidePotential


4

5

Operations

11

Levels&Timing

6

Measures&Priorities

Governance

Objectives&Quotas

9

10

TeamAlignment

8

Mechanics

7


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measures

Measures

Level

Frequency

Revenue,Profit,Units

CustomerMix,ProductMix

Milestones,Activities,Events

KeySalesObjectives

PerformanceMeasuresCubed


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mechanicsRate-Based•Alsoknownasacommissionplan.

•Aconstantorchangingrateofpayexpressedasapercentageoffinancialperformanceordollarsperunit.

•Languageclues:“foreach”,“forevery”,“per”,“of”.

MechanicsTypes

Quota-Based•Alsoknownasabonusplanorgoal-basedplan.

•Aconstantorchangingrateofpayexpressedasapercentageoftargetpayforapercentageoftargetperformance.

•Languageclues:“targetincentive”,“quota”,“goals”.

2% of Revenue 100% of Target Incentive

Forexample: Forexample:


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commissionRate-BasedorCommissionPlans

Limitations• Structuredterritoriescanbecome“hamstrung”byimmovablecommissionrates—changingterritoriesmeanscuttingpay

•Mustgivenewrepsterritorieswithadequaterevenuerunratesratherthandevelopmentalterritories

• Reducesorganizationflexibilityfornewstrategies—sellinginbothhigh-penetrationandlowpenetrationterritories,sellingnewproductsorchangingemphasis

• Thecommissionratebecomessacredandafalsebenchmarkofvalue

Uses• Transactionalsalesenvironments

• Performancetargetsnotclear,difficulttosetorunevenacrossasinglejobrole

• Earlystagewith“costofsales”philosophy- riskandnomanagedpaylevels

• Allmarketopportunitybalancedornoboundaries


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commissionSumofAllRepTargetIncentives

SumofAllRepTerritoryGoals

FlatCommissionRate

$1,000,000 $27,000,000 4%

FlatRatevs.IndividualCommissionRate

FlatCommissionRateUses

Territoriesoraccountassignmentswithrelativelybalancedsalespotentialandsimilartargetincentives.

IndividualCommissionRate

RepATargetIncentive

TerritoryAGoal IndividualCommissionRate

$15,000 $430,000 3.5%

RepBTargetIncentive

TerritoryBRevenueGoal

IndividualCommissionRate

$15,000 $330,000 4.5%

Uses

Territoriesoraccountassignmentswithvaryingsalespotential(withinarange)andsimilartargetincentives.


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commissionSteppedCommissionRate

SteppedRate- LinkedtoQuotaUses

Differentiatingratesfordifferentperformancelevels.

Emphasizingquotaattainment.

Simplecalculationonallpriordollarsratherthandiscretebuckets.

PerformancetoGoal(CumulativeYTD)

Commission(Retroactive)

120%+ 7%

100%-119% 5%

50%to99% 3%

<50% -


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commissionRelativeCommissionRate

StrategicallyImportant

1.5x 2x 3x

StrategicImportance

Average 0.75x 1x 1.5x

StrategicallyUnimportant

0.25x 0.5x 0.75x

Easy Average Difficult

SalesDifficultyforRep

BalancingRatesAccordingtoImportanceandDifficulty


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quota-basedUses

• Hardtomovetowhencommissionshavebecomesacred

• Perceivedtopaylessthancommissionsalthoughtheycanpaymore

• Difficulttouseinareaswithunknownpotential

• Relyonfairquota-setting

•Maturesellingenvironments—multiplejobtypesandstrategies

• Knownopportunityforreliablegoals

• Variedterritorytypes—potentialandstrategyvarybyassignment

• Sophisticatedorvariedsalesstrategies—multipleproductsoropportunities

• Effectivefor“financiallyshaping”thecompensationplanaroundfinancialrequirements

Quota-BasedorGoal-BasedPlans

Limitations


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quota-based

Actualperformanceandpayoutarecalculatedon1%incrementsusingadetailedpayouttableprovidedintheplandocuments.

Measure:TotalRevenue

PerformancetoGoal(AllRevenueDollars)

PercentofTargetIncentivePaid

140%(Excellence) 200%

120% 150%

100%(Target) 100%

80% 60%

60% 30%

40% 10%

<40% 0%

Uses

Linkstoquotaattainment.

Simplecalculationononeattainmentnumber.

Quota-BasedMechanic


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quota-basedMeasure:RevenueandServiceLinePerformance

PerformancetoGoal PercentofTargetIncentive

Paid(NoServiceLine

QuotasAttained)


(OneServiceLineQuotaAttained)


(TwoServiceLineQuotasAttained)

140%(Excellence) 150% 200% 250%

120% 125% 150% 175%

100%(Target) 100% 100% 100%

80% 60% 60% 60%

60% 30% 30% 30%

40% 10% 10% 10%

<40% 0% 0% 0%

LinkingMeasures:QuotawithGateforServiceLines

Actualperformanceandpayoutarecalculatedon1%incrementsusingadetailedpayouttableprovidedintheplandocuments.

Uses

Connectingasecondimportantmeasure(productmix)withtheprimarymeasure.


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quota-basedLinkingMeasures:QuotawithMultiplier

Actualperformanceandpayoutarecalculatedon1%incrementsusingadetailedpayouttable.

Measure:BookedRevenue(100%)

PerformancetoQuota PercentofTargetIncentivePaid


140% 140%

130% 130%

120% 120%

110% 110%

100%(Target) 100%

90% 80%

80% 60%

70% 40%

60% 20%

50% 1%

<50% 0%

AboveExcellence,plancontinuestopayatsameslopeof1%ofTargetIncentiveforeach1%ofquotaattainment.

NumberofServiceLineGoalsAttained

MultiplieronRevenuePayout

4 1.3

3 1.2

2 1.1

<2 1Revenuepayoutismultipliedbythemultiplierabovefortotalpayout.

Uses

Connectingasecondimportantmeasure(productmix)withtheprimarymeasure.


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quota-basedMeasure:PenetrationCrossSell

Performance MultiplieronTotalCommissionPayoutifRevenueGoalAttained

BothProductAandProductBGoalAttained

1.6

EitherProductAorProductBGoalAttained

1.3

NoProductGoalsAttained

-

Measure:RepstoQuota

PercentageofRepsWhoAttainQuota

PercentofTargetIncentive


90%- 99.9% 110%

70%-89.9% 105%

60%- 69.9%(Goal) 100%

<60% 80%

LinkingMeasures:MultiplierVariations

MultiplierforNewCustomersSigned MultiplierforCross-Sell

MultiplierforManager’sRepsAttainingGoalMultiplierforContractTerm


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quota-based

ProfitDollarstoQuota

140% 150% 188% 225% 263% 300%

120% 113% 142% 171% 200% 263%

100% 75% 88% 100% 171% 225%

80% 38% 50% 88% 142% 188%

40% 1% 38% 75% 113% 150%

40% 80% 100% 120% 140%

RevenueDollarstoQuota

RevenueandProfit(PercentofTargetIncentive)

LinkingMeasures:Matrix

Uses

ConnectingOpposingMeasuresThatMustBothBeAchieved.


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onwardSuccessFactorsforFraming,MeasuresandMechanics

1. Matchpaymixtothesalesrole.

2. DifferentiatethetopperformerswiththeReverseRobinHood.

3. Usethreeorfewermeasureswithnolessthan20%oneach.

4. Measureandpayasclosetotheeventaspossible.

5. Usethelowestteamlevel,ifnotindividual.

6. Measureonlywhatistransparent,understood,andtrusted.

7. Keepmechanicssimple.

AligningtheTeamandCommunicatingthePlan


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alignAligningtheTeamandCommunicatingthePlan

TargetPay

PayMixEvaluation


1

212UpsidePotential


4

5

Operations

11

Levels&Timing

6

Measures&Priorities

Governance

Objectives&Quotas

9

10

TeamAlignment

8

Mechanics

7


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CommunicatingthePlan


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why

?What’sYourChangeStory?

Whyarewechangingthesalescompplan?• Afutureopportunityforgrowth?

• Alignwithanewcoveragemodel?

• Supportourstrategicgoals?

• Stemturnover?


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changeWhat’stheRightMotivatorforChange?

Opportunity

AvoidPain GainPleasure

Time

Near-Term

Long-Term FuturePotential

GrowthNextYear

LostOpportunitiesNextYear

MotivatorsofChange

FutureCompetitor

Risk


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changeWhat’stheRightMotivatorforChange?

Opportunity

AvoidPain GainPleasure

Time

Near-Term

Long-Term

Message:“Someday,ifwefollowthisstrategy(andcompplan),we’lldominatethemarket.”

4.PursueVision

Response:“You’redreaming.Whytaketherisk?”

3.ReduceRisk

Message:“Someday,ifwefollowthisstrategy(andcompplan),we’llavoidbeingbeatenbythenichecompetitors.”

Response:“I’llberetiredbythen.”

2.CaptureOpportunity

Message:“Ifwemovenow,wecantakeadvantageofalucrativeopportunityforthecompanyandemployees.”

Response:“I’mlistening.Itmaybeworththechange.”

1.AlleviatePain

Message:“Ifwedon’tmovenow,someofuswillbelookingfornewjobsthistimenextyear.”

Response:“I’monboard.Whatdoweneedtodo?”

MotivatorsofChange


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storyTheChangeStory

Thechangestoryisthefirstincarnationofthekeymessagesandthemes.

Itincludes:• What thechangeis(salescomp,saleschannels,jobroles,merger,etc.).

• Who willbeaffected(thesalesorganization,majoraccounts,oneregion,etc.).

• When thechangewilltakeplace(andthelengthoftheprocess).

• Why thechangeisnecessarynow,asopposedtothepastorfuture.

ChangeForecast


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forecastChangeForecast.TheKeyQuestions

1.Whatdegreeofchange?(1minor-10major)

Onascalefromminoradjustmenttomajorstrategicchange,whatdegreeofchangewillthisbefortheorganization?

Foursimplequestionstohelpyouunderstandtheanswertothisquestion.


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2.Whenwasthelasttime?(1recently-10never)

Whenwasthelasttimetheorganizationimplementedachangetothesalescompensationplan?

Thelongerthecurrentplanhasbeeninplacethemoreresistanttheorganizationmaybetochange.



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3.What’stheorganization’stolerance?(1high-10low)

Howmuchchangecantheorganizationhandle?



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4.What’syourmanagementteam’stolerance?(1high-10low)

Howimportantisittomakethischange?

Atwhatcost?

Whatlevelofbreakageareyouwillingtosustain?

A.“Weneedtomovethisorganizationto atruesalescultureandkilltheenvironmentofentitlement.”

B.“Weneedtotakecareoftheteam.TheVPofSalescallstheorganizationhis‘kids’”.



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1.Whatdegreeofchange?(1minor-10major)

2.Whenwasthelasttime?(1recently-10never)

3.What’stheorganization’stolerance?(1high-10low)

4.What’syourmanagementteam’stolerance?(1high-10low)

7

4

4

8___23moderate

What’sItMean?Scoreof:

1-10: SmoothSailing- Usenormalmodesofcommunicationsandmanagement.

11-20: ChoppySeas- Carefullyplan,enhanceclarity,testresponses.

21-30: GaleWinds- Usemultiplecommunicationmodes,closechangemanagement.

31-40: PotentialStorm- BraceyourselfEffie… strongleadershipmessages,changemanagement,potential“hammer”.

forecastChangeForecast.SummingItUp

LearningModes


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modesConsiderusingavarietyofcommunicationsmethods thatalignwithlearningmodes*.

*HowardGardner’sMultipleIntelligenceTheory

1. Linguistic:Haverichvocabularyandsensitivitytothemeaningofwords,Learnthroughlanguage,bothinwritingandorally.Successfullearnersbylisteningandhearing,andthroughtellingstories.Sorttheinformationthroughtheirlisteningandrepeatingskills.

2. Logical-Mathematical:Haveabilitytoseerelationshipsbetweenobjectsandsolveproblems,asincalculusandengineering.Usenumberswiselyandenjoysolvingproblems.Theyhavetheabilitytounderstandlogicalpatterns,categoriesandrelationships,causesandeffects.

UseVerbalMessagesandConversations- GrouporIndividual

ForImplementingthePlan

UsePlanCalculatorsandExamplesandBeClearonComparisonstoPriorPlan

AddressingLearningModes


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modesAddressingLearningModes

3. Visual:Highvisualintelligencetranslatinginformationintoimagesandpictures.

4. Kinesthetic: Learningthroughtouch,manipulating,andmovement.Activities,games,acting,hands-ontasks,building.

5. Musical: Recognizetones,rhythmsandmusicalpatterns.Canrememberandrepeatamelodyafterlisteningittoonce.

UseVisualModelsForImplementingthePlan

UseDemonstrationsorRolePlays

UseMessagingandPhrasestoReinforce.“55toStayAlive”


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modesAddressingLearningModes

6. Interpersonal: Understandandcareaboutpeopleandtheirfeelings,andinteracteffectivelywiththem.Havetheabilitytoinfluencepeopleandarenaturalleaders.

7. Intrapersonal: Abilitytothinkaboutandunderstandone'sself.Awareoftheirstrengthsandweaknesses,moodsandmotivations.Theyhavetheabilityforselfdisciplinetoachievepersonalgoals.Prefertostudyindividually.

UseMessagesAbouttheOrganization,Conversations,andEnlistasSupporters

ForImplementingthePlan

UseMessagesAboutPersonalGrowthandAllowTimetoAbsorbBeforeFollow-Up


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Quotas…


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challenges

ManyChallengesarePeopleandProcessRelated.

History

Process

Belief

Data

Pena

lty

Clarity

TopQuotaChallenges


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big pictureTheQuotaSuccessModel

Opportunity

Factors• CurrentRevenue• UntappedPotential• Share• CompetitiveIntensity• MarketConditions• Trends

InvestorExpectationsCorporateGoal

FirstLevelAllocation:MarketSegment

SecondLevelAllocation:Region

• FinancialDimensions• Product/ServiceDimensions• MarketorVerticalDimensions• InterlockBetweenTeams

ThirdLevelAllocation:FrontLine

BusinessRequirements

B-UInputRepLevelQuotas

BreakingDowntheGoals

Bottom-UpTop-DownafterB-Up

EquityCross-Checks

TimeAllocation

• SalesTimeOptimization

SalesCapacity

Headcount

Workload

• Quantity• Talent

• Effort• CloseRate• Duration• PipelineManagement


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methodsHistoricView

ARangeofQuotaMethodologies

Flat

Opportunity-View

• AllOpportunitiesandResourcesareEqual

Historic• HistoryPredictstheFuture

MarketFactors• HistoryConsideringMarketDifferences

MarketGrowthRates• HistoricandPredictedTrends

MarketOpportunityDriven

• CorrelatesPredictorsofPotential

Acccount OpportunityDriven

• PipelineandMarketVariations

AccountPlanning• LivingAccountPlanningProcess

Chapter6:QuotaQuandary


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successQuotaAttainmentDistribution

Wewant50%to70%atorabovequota.

Why?

• BusinessPlanPredictability

• Management ofCCOSandAccelerators

• Motivation… ACultureofWinners

WhatWe’reLookingFor

•50%to70%atorabovequota

•Predictabledistribution


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forensicsQuotaAttainmentDistribution

Only31%atorabovequota.

DiagnosisQuestions

•Whyaretherestickingpointsbelowquota?

• Isthisaquota,plan,orperformanceissue?


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forensicsYearOverYearQuotaAttainment

Year1QuotaAttainmentPercent

Year2Quo

taAttainm

entP

ercent

WhatWe’reLookingFor•YoY consistencyinquotaattainmentbyrep

DiagnosisQuestions•Whyisquotaattainmentsporadic?• Isthisaquotaorperformanceissue?

NorelationshipwithYoYattainment.


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forensicsButstrongYoYsalesperformancerelationship.

Year1Bookings

Year2Boo

king

s

WhatWe’reLookingFor•Removingquotafromtheanalysis•YoY consistencyinabsoluteperformancebyrep

DiagnosisQuestions•Whyisperformanceconsistent?•Arequotassethistorically?

YearOverYearBookings


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forensicsCompanyGoalAttainment

DecliningOrganizationTargetAttainment

IncreasingQuotas

Thebigissue:Decliningorganizationandcompanyperformance.


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onwardSuccessFactorsforBetterQuotasandCommunications

1. Considerallofthechangestoryelementsinthecommunicationplan.

2. Understandtheorganization’schangetolerance.

3. Considermultiplemodesofcommunication.-Provideopenforumforquestionsaswellasoneononetime.

4. Developastructureandtimelinetokeepthingsontrack.

5. Usemarket-drivenquotaprocesses.

6. Understandyoursalescapacitytobalancequotacapability.

PanelSession:GlobalHarmonisation


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definitionGlobalHarmonisation

GlobalHarmonisation Defined:

“AllCoreComponentsinaBusinessDisciplineWorkTogetherinaCommonFrameworkThatProducestheExpectedResult.”

KeyPoint:Harmonisationdoesn’tmean“thesame”.

CoreDisciplinesTheRevenueRoadmap


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ahead

3. GetYourSalesCompReportCardWhatYourCEONeedsToKnow.com

2. SalesCompWorkshopOneDaytoBetterCompandQuotas

1. ReadtheBooktoAlignYourTeamHere,Amazon.com,BarnesandNoble.com

Thanks…NowTakeAction!

QuestionsandCounsel:MarkDonnolo- [email protected];7703359225MichelleSeger- [email protected];7703317531AlanGibbons- [email protected];+44(0)7768812530

www.SalesGlobe.com(770)337-9897

Thanks! 4/17/17, 3:21 PM



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Appendix


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WeworkwithourclientstogetROIthroughattainmentoffinancialandstrategicobjectives.Ourworkincludes:• SalesStrategyandTransformation.Undertakingsignificantstrategicand

organizationalchangesacrossmultiplesaleseffectivenessdisciplines.

• AccountSegmentationandTeamAlignment.Identificationofgrowthopportunities,definitionofoptimalsegments,anddeploymentofthesalesteamtoaccounts.

• VoiceoftheCustomerInsight.Understandingcustomerexpectations,companyperformance,competitorperformance,anddevelopingstrategiestoaddressgaps

• SalesProcessOptimization.Developmentofthesalesprocessandcustomerengagementmodelthatincorporatessalesrolesandinteractionpoints.

• SalesOrganizationDesign.Salesroleandorganizationstructuredevelopmenttoalignwiththesalesprocessandengagementmodel.

• SalesOperationsImprovementandManagement.Optimizingandoperatingthecriticalsupportandsalesenablementrolesforyourorganization.

• SalesCapacityPlanning.Improvingperformanceforsalestimeallocationandsalesworkloadtoincreaseteamproductivity.

• TalentAssessment.Optimaltalentandskillsdefinition,individual-levelcapabilityevaluation,andorganizationchangeplanning.

• StrategicAccountPlanning. Accountlevelgrowthstrategywiththesalesteams,supportedbyalivingaccountplanningprocess.

• SalesCompensation.Incentiveprogramdesignandimplementationtomotivateandalignthesalesteamandcustomer-facingrolestotheorganization’sC-levelgoals.

• QuotaSetting.Market-basedgoalsettingtoallocatetheoverallcompanysalesplanandimproveteamandbusinessperformance.

• TechnologyReadiness.Assessment,requirementsdefinition,andsupporttoimplementsalestechnologyplatformsthatenabletheorganization.

SalesGlobeisathought-leadingsalesinnovationfirmthatworkswithclientstocombineanalyticsandcreativeprinciplestodevelopnewapproachesthatgivethemacompetitiveadvantage.

backgroundSalesPerformance…OurSoleFocus

@SalesGlobe

SalesGlobe.com

AfewpublicationsfromSalesGlobe.


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biographyMarkDonnolo

MarkspeaksonsalesandmarketingtopicsandhasbeenpublishedinpublicationsthatincludeFortune,Sales&MarketingManagement,SellingPower,Telephony,InvestmentProperty,Telecommunications,Velocity,Workspan,AmericanWay,andMarketingNews.

Heistheauthorofthebooks“TheInnovativeSale”,“WhatYourCEONeedstoKnowAboutSalesCompensation”,and”EssentialAccountPlanning”

MarkservesontheBoardofTrusteesofTheUniversityoftheArts,foundedin1876asthePhiladelphiaMuseumandSchoolofIndustrialArt,nowthecountry’sfirstvisualandperformingartsuniversity.

MarkisafounderandmanagingpartnerofSalesGlobe,athought-leadingsalesinnovationfirmthatworkswithclientstocombineanalyticsandcreativeprinciplestodevelopnewapproachesthatgivethemacompetitiveadvantage.SalesGlobeworksinareasthatincludesalesstrategy,salesorganizationdesign,salestraining,andincentivecompensation.Mark’sworkspansseveralindustriesincludingtechnology,communicationsandmedia,businessservices,healthcare,manufacturing,staffing,andfinancialservices.

MarkisalsoafounderandmanagingpartnerwiththeSalesGlobeForum,acommunityofseniorsalesexecutivesthatprovidesaenvironmentforaddressingcriticalgrowthissues,sharingbestpracticesamongmembersinaconfidentialenvironment,hearingoutsidespeakers,andbuildingbusinessrelationshipswithpeersinnon-competitivebusinesses.TheForumoperateswithprofessorialguidancefromGeorgiaTech’sCollegeofManagementandSMU’sCoxSchoolofBusiness.

HewasaSeniorVicePresidentwithMarketBridge,leadingthefirm’sSalesEffectivenessPractice.HewasalsoaPartnerandSeniorVicePresidentwithSibsonConsulting,wherehewasonthefirm’smanagementteamandleditsSales&MarketingEffectivenessPractice.Previously,hewasaVicePresidentwithTheAlexanderGroupandaconsultantwithSiegel&Gale/Saatchi&Saatchi,aninternationalmarketingandadvertisingfirm.MarkalsolaunchedCoalTek,andemergingcleanenergytechnologycompanywithoperationsinternationally,includingChina.Heco-foundedandwasCEOofBiltmoreCommunications,andwasPresidentofInfraStream,aventure-fundedVoIPserviceprovider.

MarkholdsanMBAfromtheUniversityofNorthCarolinaatChapelHillandaBFAfromTheUniversityoftheArtsinPhiladelphia.


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biographyMichelleSeger

Michellehasastrongbackgroundinmanagementconsultingandchangemanagement.HerportfolioincludesERPimplementation,strategyexecution,revenuemanagement,newproductintroductionandinnovation,acquisitionintegrationandpartnershipdevelopmentandexecution,andorganizationaldesign.Michelleisadeptatrootcauseanalysisandidentifyingpracticalsolutionsforourclients.Industryexperienceincludes:financialservices,technology,manufacturing,retail,consumerproducts,andhospitality.

Michellehasmorethan20yearsexperienceinprocessimprovement,benchmarkingandbestpracticesdevelopment.Sheisveryeffectiveatworkingcross-functionallytobringchangetoacompanyandisacollaborativeteambuilderwithstrongcommunicationandfacilitationskills.Herproblemsolvingapproachthatincludesabalanceofpracticalityandcreativityleadsherclientstobusinesssolutionsthatareimplementableandbringaboutthedesiredresults.

ThroughouthercareerasamanagementconsultantfocusedonglobalorganizationsandasamasterfranchiseownerofaninternationalItalianbusiness,shehasdevelopedakeenunderstandingofthechallengesglobalcompaniesfaceintheirquesttotobuildacommonplatformofcollaborationandsupportinamulti-nationalandmulti-culturalenvironment.Herabilitytoworkwithintheorganizationofacompanytobuildharmonizationandaffectchangeinawaythatbuildsbridgestothestrategyisprovenandeffective.

Highlightsofherbusinessexperienceandclientworkincludes:Accenture,USBank-Elavon,Georgia-Pacific,andincludesdirectconsultingtoabroadrangeofglobaltosmallandmid-sizecompaniesacrossmultipleverticals.

MichellegraduatedfromEmoryUniversityandhasaBAinSpanishandEMBA.

Shehasaninterestinchildren’swelfareandservedasTreasurerofCampHorizonanon-profitdedicatedtoprovidingopportunitiestochildreninGeorgiainfostercare,andtheExecutiveWomenofGoizueta whereshewasinstrumentalinthedevelopmentofthephilanthropycommittee.

ClientAccomplishmentsInclude:

• Identificationofplananddeliveryofaninnovativeclient-facingvalue-addedprogramwithinthefinancialservicesindustrythateffectivelyoff-setfederalregulationscomplianceexpenseandprovided$14Mnetrecurringrevenue.

• Implementationofinnovativeproductstotransitionatransactionalcommoditizedbusinessintoonethatprovidesaclearvaluepropositionandaconsultativeapproachtosupportthegrowthproductsandservicestoitsclientswithinthefinancialservicesindustry.

• Extensiveprocessimprovementworkwithachievementoftheclientresultthatincludes:cost-savings,reducedcycletimes,improvedcustomerexperience,technologyalignment,pipelineactivitymanagementandprocesstransparency,clarityandclearroles,responsibilitiesandrulesofengagement.

• Developmentofstrategicpartnershipsbetweenglobalcompaniesandmid-sizesmallcompaniesthatprovidestangiblevalueandrevenueopportunitiestoallparties.

• Successfulintegrationbusinessesfromachangemanagementperspective.

• Implementationofacallcenterforaglobalmanufacturingcompanythatincludedcross-functionalresponsibilitiestoimprovecallresponseandissueresolutiontime.

• ERPimplementationactivitythatincludes:organizationaldesign,rolesandresponsibilitiesidentification,trainingandneedsassessmentandroll-out,andprojectmanagement.

• Developmentofinternalbenchmarkingandprocessimprovementmethodologyforspecificfortune500clientstailoredtotheirbusinessabilities.

• Designandimplementationofanewprocessforaglobalcompanytomanageitsinternalprojectpipelineactivity.

• Vendormanagementandcontractnegotiations.

• Retailstoredevelopmentandpersonnelreadinessincludingallaspectsofsalesoperationsandstoremanagementthatincludes:hiringandonboarding,salesprocess,rulesofengagement,traininganddevelopment,systemsandtools,andcompensation.

SalesGlobe E reward Deck 051117 Delegate C SLIDES.pdf · Karen Clarke and Tom Edmunds-Anaplan 2:40-Showcase-Refreshment with Exhibitors 3:00-The Benefits of Automating Complex Compensation

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