Sales Compensation: Establishing Design Principles

8/10/2019 Sales Compensation: Establishing Design Principles

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Sales Com ensation:Establishing Design Principles

David J. CichelliSr. Vice PresidentThe Alexander Group

2012 The Alexander Group, Inc.

c c e a exan ergroup.com

Topics

Importance of Design Principles

Design Principles Framework

Your Policy Document

2012 The Alexander Group, Inc. SC Establishing Design Principles David Cichelli 2


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Importance Of Design Principles

Answer These Questions

What Are Sales Compensation Design Principles?

Whats Contained in Design Principles?

Who Creates the Design Principles?

Who Owns the Design Principles?

Why Are Design Principles Important?



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Design Principles Framework

Design Principles Topics Charter

Guiding Parameters Strategy & Job Alignment a es orce o va on Pay for Performance

Plan Elements Eligibility Pay Levels Pay Mix Leverage Measures Mechanics & Pay Curve Perf. & Payout Periods Quotas/Targets

Investment ROI Communication AdministrationGovernance,Assessment,

D es i n

Attract, Retain and Reward Sales Resources To Drive Sales Results...Consistent With

Corporate Strategies, Goals and Principles

EligibilityPay

LevelsPayMix

L ev er ag e M ea su re sMechanics&

Pay CurvePerf & Payout

Periods

Strategy & JobAlignment

Sales ForceMotivation

Pay forPerformance

PlanElements

Execution

GuidingParameters

Charter

1 2 3

1 2 3 4

Quotas/Targets

SpecialIncentives

Crediting&Policies

1 2 3 4 5 6 7 8 9 10

2012 The Alexander Group, Inc. SC Establishing Design Principles David Cichelli

Crediting & Policies Special Incentives

Execution Investment ROI Communication Administration Governance, Assessment, Design

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Sales Compensation Design Principles

Overall Strategic GoalCharter

Plan

GuidingParameters

Rules To Govern Design Solutions

Guidelines for Specific Program Components


ExecutionSupporting Programs: Required for Any Sales

Compensation Plan

7

Sales Compensation Plan Design Principles

Attract, Retain and Reward Sales Resources To Drive Sales Results...Consistent WithCharter

,

EligibilityPay

LevelsPayMix

Leverage MeasuresMechanics

& PayCurve

Perf &PayoutPeriods



Pay forPerformance

PlanElements

GuidingParameters

1 2 3

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10



Design

Execution

1 2 3 4

8


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,

EligibilityPay

LevelsPayMix


& PayPerf &PayoutPlan Quotas/

TargetsSpecial

IncentivesCrediting& Policies

1 2 3 4 5 6 7 8 9 10



Pay forPerformance

GuidingParameters

1 2 3



Design

Execution

1 2 3 4

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,

HIGH Growth Grow; KeepCustomers

Launch NewProducts

Phase IStart-UpPhase IStart-Up

Phase IVOptimization

Phase IVOptimization

Phase IIVolume Growth

Phase IIVolume Growth

Phase IIIRe-Evaluation

Phase IIIRe-Evaluation

GrowReall

ROIROIROIROI


BASE Growth

LOW Growth

Reposition

ReduceCosts

Re-ThinkProduct &

MarketStrategy

Fast Grow

SelectMarkets

ProductProductProductProduct

SurviveExpenses/Expenses/

MarginsMarginsExpenses/Expenses/

MarginsMargins

ProcessProcessProcessProcess ControlPricing

10


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Results...Establish roles and goals, reward

for getting the job done. Exit those noton the same page...

Design PrinciplesManagement Compass

CustomersShareholders

IndividualWorkforceHire people with destiny,support them, pay them welland get out of their way...

...Create a great customerexperience and customers

will be loyal to us...

...We are here to serve theshareholders of this

company...

...Our people are our greatestasset...be loyal to them and

they will be loyal to us


Execution

InstitutionWork Team

...People are lucky to have a jobhere. We are the leaders in ourindustry...the company founders

gave us a proud tradition......We know this business...get

the details right and the big stuffwill be easy...

...We are team driven...thereis no I in team. Work together;

win together

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Management CompassMatch The Incentive PlanResults

Goal-Based Compen sation

Custom er Serv ice Incentiv e Plans

CustomersShareholders

IndividualWorkforce

Stra ight Commiss ion Plans

Equity Incentive Plans

Corporate Bonus Plans


Execution

InstitutionWork Team

Seniority-Based Pay

Scorecard Plans

Team Incentives

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Sales Personnel Are The Most Performance Accountable Workforce

Design PrinciplesSales Accountability Model

Sales FunnelProgression

PerformanceReporting

SupervisoryMembership/

Appraisal/Development

LevelAdvancement


SalesCompensation

Where Does Sales Compensation Fit?

13

Design PrinciplesSales Compensation Phases

Phase I Phase IVPhase II Phase IIIStart-Up OptimizationVolume Growth Re-Evaluation

Contests

Base plusCommission

RampedCommissions

Add-OnBonuses

Commission

Uncapped

Multiple Plans

Base PlusBonus/Base

PlusCommission

Reward/Recognition

Contests

Base PlusCommission

RampedCommissions

Add-OnBonuses

Commission

Uncapped


ManagedPayoutsNo Glue Glue

Salary Level

Job FamiliesNo Glue Salary Level

Job Families

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,

EligibilityPay

LevelsPayMix


& PayPerf &Payout



Pay forPerformance

Plan

GuidingParameters

1 2 3

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10



Design

Execution

1 2 3 4

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Guiding Parameters: Strategy & Job Alignment



Pay forPerformance

GuidingParameters

1 2 3

Reinforce strategy andgrowth objectives

Strategy & Job Alignment1

Buyers

Prospects ConversionSelling

ConversionSelling

New MarketSelling

New MarketSelling


categories

Drive desired behaviors

Globally consistent to driveWW strategy

Current New/Different

Customers FulfillmentSelling

FulfillmentSelling

PenetrationSelling

PenetrationSelling

Products

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Sales Strategy Drives Job Specialization

General Sales

Representative

Sells to all segments Maintains current business

Primary Focus Typical Responsibilities

New BusinessDeveloper

AccountManager

Sales

Maintains current business Services current accounts effectively Expands business with current accounts opportunistically

Expands base of business Establishes and maintains relationships with key decision-makers Business-to-business selling, using all appropriate resources

Sells to and services moderately-sized current and new accounts


Product SalesSpecialist

Industry/Market or

Channel Specialist

Acts as segment resource on an as-needed basis

Sells specific product to current and new accounts

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Pay forPerformance

GuidingParameters

1 2 3

Guiding Parameters: Sales Force Motivation

Target total compensationobjective

Marketcom etitive u side

Sales Force Motivation2

Positive

Negative

Source Need InfluenceVector

Seek Economic Gain

Avoid Economic Loss

Motivation Response

Economic

External


pay

Each plan is simple tounderstand

Sales force can tie results topayouts

Positive

Negative

Positive

Negative

Seek Acclaim/Belonging

Avoid Embarrassment/Rejection

Seek Self-Image Confirmation

Avoid Self-Image Detractors

Social

Self-DefinitionInternal

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Pay forPerformance

GuidingParameters

1 2 3

Guiding Parameters: Pay For Performance

Differentiate top & bottomperformance

Pay for Performance3

Tiffany Shop

Sell or Die

75th Market Tracker

Nice Place toWork


business), not effort

Absolute pay correlates toabsolute results

Compensation programmeets fiscal requirements

LowPerformers

MedianPerformers

HighPerformers

25th

BottomFeeder

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,

EligibilityPay

LevelsPayMix


& PayCurve

Perf &PayoutPeriods



Pay forPerformance

PlanElements

GuidingParameters

1 2 3

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10



Design

Execution

1 2 3 4

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Plan Elements: Eligibility

EligibilityPay

LevelsPayMix


& PayCurve

Perf &PayoutPeriods

PlanElements

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10

Eligibility

Eligibility Criteria:

1. Significant customer and/orpartner contact andrelationship

GainsharingAdd-On3x

Uncapped2x

CappedUnit Rate

No RiskRisk

Target PayTarget Rate

1


. ersua e e cus omer oact in a positive financialbenefit to the company

3. High level of sales processinvolvement/ownership

4. Clear and quantifiable salesobjectives

BaseSalary

BaseSalary

Target TotalCash

Compensation

BaseSalary

Types of Variable Compensation Plans

BaseSalary

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Eligibility Decision Tree

Direct Sales: SalesFocus Only

PersuadeProspect

Contact Style Role Job Type Eligibility

3x Uncapped

Titles

Indirect Sales:Channel Sales

Efforts

Reactive Selling:Sell on In-bound

Call or Service Issue

Customer Service:Service Only

Support: Influence

PersuadeOther

Sellers

PersuadeBuyer

FulfillCustomer

Respond

3x Uncapped

3x Uncapped

2x Capped

External


Efforts to Achieve

Sales Objective

Support: Administer/Implement Sales

Programs

Support:TransactionProcessing

Promote

Administer

Execute

FacilitateInternal

2x Capped

Add-On Team

Add-OnGroup

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Plan Elements: Pay Levels

EligibilityPay

LevelsPayMix


& PayCurve

Perf &PayoutPeriods

PlanElements

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10

Pay Levels

Clear and consistent payphilosophy

Competitive pay levels toattract the level of talent

...Medians and Averages Alone Are Meaningless

$170,000

$180,000

$190,000

$200,000

Total W-2

$210,000

2


sales requires

Benchmarking to the rightroles based upon job content

Benchmarking to the right setof companies

10th 25th 50th 75th 90th$130,000$140,000

$150,000

$160,000

PercentileOur Data Survey Data

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Target Total CompensationJob Levels

High

Income Producer

W-2 Earnings

Sales Representative

Territory Representative

Senior Sales Representative

Account Executive

Senior Account Manager

Global Account Manager


Sales Territory Volume

Low

Low High

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Plan Elements: Pay Mix

EligibilityPay

LevelsPayMix


& PayCurve

Perf &PayoutPeriods

PlanElements

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10

Pay Mix

Pay mix reflects the jobsdegree of individual influencewithin the deal and considers

3

10 30100


Jobs with the most influenceon the purchasing decisionhave more aggressive paymix

Mix

90 70 50

Degree of InfluenceJob A Job B Job C

Low High

25

Plan Elements: Leverage

EligibilityPay

LevelsPayMix


& PayCurve

Perf &PayoutPeriods

PlanElements

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10

Leverage

Leverage (upside opportunity)reflects the jobs degree ofindividual influence on

120

10

200

160

30

50

Upside

10 3050

100 Leverage

4


attaining quota and considers

market benchmarks

Jobs with the most influenceon the purchasing decisionhave a higher upside earning

Mix90 70

50

Degree of Influence

Job A Job B Job C

Low High

30

50

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Performance MeasuresTypes

Revenue, Profit Dollars, Items SoldProduction

, , ,ManagementSales Effectiveness

Customer Satisfaction, Sales Satisfaction,Customer LoyaltyCustomer Impact

Productivity, Channel Effectiveness, SubordinateSuccessResource Management


Sales Milestone Tasks, Sales EventsActivities

Supervisor EvaluationSubjective

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Performance MeasuresWeightings

Jobs Revenue ProfitNew

AccountsCrossSell

KSOs Total

Sales Rep 50% 25% 25% 100%

Key Accounts 50% 25% 25% 100%

Pre-Sales 75% 15% 10% 100%


Telephone 100% 100%

Customer Service 75% 25% 100%

Channel Mgr 70% 30% 100%

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Plan Elements: Measures

EligibilityPay

LevelsPayMix


& PayCurve

Perf &PayoutPeriods

PlanElements

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10

Measures

No more than three measures

Criteria include:Alignment to strategy and job Influence their measures (Line of Sight)

Just Say No To:

More than three measures

Corporate galactic measures

Activit measures

5


Ability to set quotas/goalsAbility to track Objective metrics

Weights reflect the jobs focusand have impact

Measures aligned verticallyand across teams

Wishful thinking measures

Weighting less than 15%

Compliance measures

Can not measure measures

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Plan Elements: Mechanics & Pay Curve

EligibilityPay

LevelsPayMix


& PayCurve

Perf &PayoutPeriods

PlanElements

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10

Appropriate mechanics:

Set thresholds at point ofrecurring business

Use quotas to

Mechanics &Pay Curve

400%

500%

600%

% of TargetIncentive

ExcellenceDecelerator

Pay Curve

6


territoryUse excellence to setaccelerator rates

Decelerate rate afterexcellence to avoid overpayment

Use modifiers, valueadjustments and matrices tobalance measures

0%

100%

200%

300%

0% 25% 50% 75% 100% 125% 150% 175%

Attainment of Goal

No ThresholdThreshold

Target

Upside

Cap

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FormulaModifiers

FormulaType

FormulaMechanics

PayProgram

Formula MechanicsSpecification Worksheet

Limits Threshold Cap Order Size Account

Draw None Non-

Recoverable Recoverable

Schedule Lump Sum Step Formula

Slope Flat Rate Progressive Regressive

Value Adjust

Individual Commission Bonus ICR KSOs

Team Shared Goals Gainsharing Pool

Pay Program

Producer Seller 3x Sales Help 2x Add-On

Or


Permanent Expiring

Period Discrete Cumulative

Revenue Rates

Linkage None Hurdle Multiplier Matrix

Group Location Sales Unit

Division

Hybrid

Or

Or

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Formula ExamplesMechanics Description Pros Cons

Commission

Percentage of each sale given ascompensation. Different percentagerates can be used for different productsand rates can ramp as sales increase.

Simple Motivational

AbsolutePayout

ProductPoints

Assign point value to each product sale;payout depends on total number ofpoints attained.

Can weightkey products

Di icult admin Plan

Shopping

Payout Curve Earnings increase linearly as quotaattainment increases.

Equalizesdiverseterritories

Two-stepcalculation

Step Bonus Earnings increase in a step-basedfashion as quota attainment increases.

Addressesquota settingdifficulty

No paybetween steps

P ro du ct A 1 5 3 0+ P oi nt s $ 2 0, 00 0

Product B 10 16-30 Points $10,000

P ro du ct C 5 5 -1 5 P oi nt s $ 5, 00 0


Hurdle

Earnings are held back for one measure

unless the goal for another measure ismet.

Creates high

priority forachievement

Can be overlypunitive

MultiplierEarnings for one measure are increasedor decreased depending on the goalattainment of another measure.

Balanceasymmetricalmeasures

Unclear focuson individualmeasures

MatrixPerformance for X-axis measure andperformance for Y-axis measuredetermine reward.

Balancescompetinginitiatives

Involved

4 7 10 12 18

3 5 7 9 1 2

2 4 6 7 1 0

1 2 4 5 7

0 1 2 3 4

Rev

Profit


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Plan Elements: Performance & Payout Periods

EligibilityPay

LevelsPayMix


& PayCurve

Perf &PayoutPeriods

PlanElements

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10

Performance &Payout Periods

Performance periods should:

Match sales cycle length

Set realistic goals

Minimize pushing/pulling

7

Separate, standalone payments foreach period

Discrete Periods


orders

Payment should: Occur close to sales event

Ensure proper cash flow

Be Consequential

Cumulative Performance-to-Date

Divided performance period paid on acumulative performance-to-date basis

33

Performance PeriodDiscrete And Cumulative

Achievement Incentive Payment

Q1 Actuals versus Q1 Quota Q1

Discrete

Achievement Incentive Payment




Cumulative Year-to-Date


c uas versus uo a

Q1+Q2 Actuals versus Q1+Q2 Quota Q1Q2 less Q1

Q1+Q2+Q3 Actuals versus Q1+Q2+Q3 Quota Q1Q3 less Q1+Q2

Q1+Q2+Q3+Q4 Actuals versus Q1+Q2+Q3+Q4 Quota Q1Q4 less Q1+Q2+Q3

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Plan Elements: Quotas/Targets

EligibilityPay

LevelsPayMix


& PayCurve

Perf &PayoutPeriods

PlanElements

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10

Quotas/Targets

Quotas are fair, realistic,stretch goals based on salespotential

2/3 of incumbents achievegoal

30-40%of

Sellers

60-70%of

Sellers

Quota Distribution

8


Consistent quota methodologyfor similar roles and segments

well documented andcommunicated

Process includes both top-down and bottom-up

Threshold 100% Excellence

Top10%

ofSellers

Bottom10% ofSellers

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Quotas

Quota Level 2

Quota Level 1

Sales Objective

Forecast Company Number

Sales Department Goal

East Region

Area 1 Area 2

West Region

Area 3 Area 4


Quota Level 4

Quota Level 3 District

Sales Rep Sales Rep Sales Rep

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Plan Elements: Crediting & Policies

EligibilityPay

LevelsPayMix


& PayCurve

Perf &PayoutPeriods

PlanElements

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10

Sales crediting rules:

Credit for salesinvolvement

Pay for persuasion

Administer Efficiently

Crediting & Policies

Region

DistrictVertical Crediting

9


Avoid budget inflation

Policies for: Employee changes

Quota changes

Windfall deals/mega deals

Sales crediting

SR #1 SR #2 Specialist

Horizontal Crediting

37

Plan Elements: Special Incentives

EligibilityPay

LevelsPayMix


& PayCurve

Perf &PayoutPeriods

PlanElements

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10

Special Incentives

Use standard governanceprocess

Incentives will: Not com ete with annual

OvertargetIncentive

Pay

Recognition

Contests/Spiffs

TargetIncentive

Excellence

10


SIP Not exceed 5% ofpopulations TTC

Be limited to more than 5incentives a year

Last no longer than 1-3months

Pay

Salary

Benefits

SalesExpenses

Target

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,

EligibilityPay

LevelsPayMix


& PayPerf &Payout



Pay forPerformance

Plan

GuidingParameters

1 2 3

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10



Design

Execution

1 2 3 4

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Execution: Investment ROI

Investment ROI Communication AdministrationGovernance,Assessment,Execution

1 2 3 4

Program costadheres tocompanys financialgoals

Program costs are

Investment ROI

100%

120%

140%

160%

ment

Cost-Per-Order Dollar1/3 1/3 1/3

$0.12 $0.08 $0.04

1


expectedperformance

Finance ownsprogram costing

Program preventsblow out payouts

0%

20%

40%

60%

80%

$0 $180 $360 $540 $720 $900 $1,080 $1,260 $1,440 $1,620 $1,800

QuotaAttain

Quota Size ($K)

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Execution: Communication


1 2 3 4

Comprehensivecommunicationstrategy

Detailed web-support

Communication2

Key Elements of a Leadership Message

State Compelling Business Condition1

Disconnect from Past2


Estimators

Line-sales

managementcommunicates tofield

Expansive trainingand programdocumentation

Present the Future3

Thank for Past Efforts4

Call for Volunteers5

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Execution: Administration


1 2 3 4

Single source forprocessing andreporting

Plans areadministered in a

Administration

COMPLEXITY(Jobs x Measures x

High

BOE

3


,

cost-efficient manner Clearly defined and

consistent policiesand procedures forplan administration

Standards governingexpected behaviorsand performance

Rules x Changes)

INTENSITY(Incumbents x Transactions x Period)

Low

Low High

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Execution: Governance, Assessment, Design


1 2 3 4

Governancestructure exists toassess, design,

Governance,Assessment,

DesignSales

Management

Establish Objectives, Define Deployment,Identify Measures, Represent FieldPerspectives and Own the Sales Comp Plan

Marketing Confirm Product and Price Objectives

4


mp emen an auplans

Defined roles andaccountabilities

Specified process

Governance bodyenforces alignmentto principles

FinanceEstablish Expense-to-Revenue Ratio, Costof the Plan and Provide Administration

Sales OperationsProvide Pay/Performance Data, EnsureTracking and Evaluate Plan Performance

HR/CompGather External Pay Data and Facilitatethe Design Process

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Assessment: Data AnalysisPay Percentile Distribution ChartsAnalyze the range of payouts across incumbents by percentile Purpose: Assess the level of pay variance and upside pay levels

Analyze the range of revenue across incumbents by percentile Purpose: Assess the level of revenue variance between individual reps

Margin Attainment Percentile Distribution ChartsAnalyze the range of sales performance across incumbents by percentile Purpose: Assess current threshold and excellence levels; determine percent

of incumbents above and below target performance levels

Pay vs. Revenue Attainment Correlation ScatterAnalyze the correlation between total compensation and revenue generation


Purpose: Identify inconsistencies between payouts and revenue

Pay vs. Margin Attainment Correlation ScatterAnalyze the correlation between total compensation and sales performance Purpose: Identify inconsistencies between pay and performance

44


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Design Methodology

Confirm Des ign Execu te

BusinessObjectives

Sales Strategyand Structure

Job Design

Eligibility

TargetPay

PayMix

Upside

Measures

Weightings

Mechanics

Performance

Period

PayoutFrequency

Quota

Crediting

Cost Modeling

Administration

Documentation,Communicationand Rollout


Key Account Manager


CompensationPhilosophy

OngoingEvaluation

Channel Manager

Technical Specialist

45

Design Spreadsheet


National Accounts Manager

Vertical Market Representative

Channel Sales Manager

$140,000

Y

Y

Y

Y $150,000

$120,000

$120,000

50/503x

70/303x

75/253x

80/202.5x

Rep Perf

Volume

Volume

Volume

Volume

Partners

Retention

Price

60%

40%

70%

30%

70%

30%

80%

20%

Comm

Bonus

Bonus

Modifier

Matrix

Matrix

Matrix

Matrix


Sales Associate N $68,000 100/0Volume

MBO

85%

15%

Merit

Merit

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,

EligibilityPay

LevelsPayMix


& PayPerf &Payout



Pay forPerformance

Plan

GuidingParameters

1 2 3

Quotas/Targets

SpecialIncentives

Crediting& Policies

1 2 3 4 5 6 7 8 9 10



Design

Execution

1 2 3 4

47

Your Policy Document


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Crafting A Policy Document


David J. Cichelli, Senior Vice PresidentDavid Cichelli, a Senior Vice President with The Alexander Group, Inc., a sales effectivenessconsult ing f irm, contributes his knowledge and experience to a wide array of salesorganizations. His clients include leading companies in technology, telecommunications,wholesale/distribution, financial services and healthcare. David helps clients redefine anddeploy sales coverage to ensure optimal sales performance. By applying the AlexanderGroup's Sales Management System, he helps companies achieve their sales objectives

Business Experience

Prior to joining the Alexander Group in 1985, David served for five years as

, , , ,sales forecasting,quota allocation, sales force automation solutionsand sales compensation.

Widely recognized by national professional associations and trade publications for his work inlinking sales compensation to management's objectives, David is a frequent speaker on salescompensation topics. He is author of McGraw Hil ls Compensating the Sales Force (2nd

edition). He is also the author of The Sales Growth Imperative, published by McGraw Hill. Heserves a leadership role in the design of the firm's sales effectiveness conceptual models.David is an officer of the company.


compensation consult ing firm. Previously, he had spent seven yearsproviding support to the field sales organization of a multinational Fortune200 chemical company.

Academic Credentials

M.S., Michigan State UniversityB.S., Pennsylvania State UniversityFaculty Experience: Merage Foundation University California, Irvine;WorldatWork; Columbia University

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2012 The Alexander Group, Inc. SC Establishing Design Principles David CichelliAtlanta | Chicago | San Francisco | Scottsdale | Stamford

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Sales Compensation: Establishing Design Principles

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