Harvard Business Review

JANUARY 26, 2017

For example, leaders sees deficiencies in most categories related to core sales tasks and sales personnel. The only category in which executives rate more positively than salespeople is compensation, which isn’t surprising since executives determines pay policies! But good planning and proper leadership support can help.

Sales 14

Sales Sales Compensation Telecommunications 14

Harvard Business Review

JANUARY 9, 2014

Companies have long developed and managed their sales people differently from other employees, placing great emphasis on individual performance. In the few years since the system has been in place, cross-sales have increased, cycle times have declined, and conversion rates have gone up. million in incremental revenue.

Sales 14

Sales Sales Compensation Compliance 14

Harvard Business Review

JULY 11, 2011

Salespeople keep their accounts permanently after making a sale. Many tenured salespeople earn several hundred thousand dollars a year, mostly by selling to long-time customers who provide a continuous and stable source of revenue and income. monthly territory sales). Having a highly leveraged pay plan (i.e.

Sales 14

Sales Sales Metrics Compensation 14

Harvard Business Review

NOVEMBER 13, 2015

Some argue that having a single global plan for each sales role (e.g. the same pay mix, metrics, plan type, and payout curve in every country) is beneficial : “A global plan aligns with the needs of global customers and creates uniformly effective and fair compensation. These issues are typical in global sales forces.

Sales 11

Sales Sales Compensation Administration 11

Harvard Business Review

JUNE 16, 2015

But consider the work of the Boston Consulting Group, which indicates that SO practices, such as targeting high-value customers and deploying sales resources with strategically-appropriate criteria, have more than three times the impact on revenue growth than SE initiatives. You won’t allocate sales resources optimally.

Sales 14

Sales Sales Strategic Planning KPI 14

Harvard Business Review

MAY 8, 2015

Everyone, from the executive vice president of sales down to the frontline sales manager, needs to share the same definition of what good coaching is. You can’t simply declare “There shall be a coaching culture” or delegate its development to the VP of sales or HR. Let them sell.

Sales 15

Sales Sales Sales Management Revenue 15

Harvard Business Review

NOVEMBER 4, 2013

Sales makes certain that customer needs are addressed and that short-term company revenue goals are achieved; marketing ensures that product and customer segment strategies anticipate the evolution of longer-term customer needs. Sales pushes for competitive pricing; marketing ensures that the company uses discipline in pricing.

Sales 14

Sales Sales Marketing Implementation 14

Harvard Business Review

SEPTEMBER 8, 2014

Most projects and investment initiatives in firms are driven by revenue-seeking activities with customers. Hence, the customer-selection criteria of sales managers, and call patterns of sales reps, directly impact the first value-creation lever: which projects the firm invests in.

Sales 14

Sales Sales Accounts Payable Assets 14

Harvard Business Review

APRIL 5, 2012

A district sales manager says: "These district sales rankings are unfair. The business had ambitious revenue growth goals, and sales leaders wanted to focus sales efforts on the most attractive opportunities. Coaching and performance management. Incentive compensation, goal setting, and recognition.

Sales 10

Sales Sales Sales Management Accounts 10

Harvard Business Review

APRIL 8, 2015

Their innovation efforts tend to be focused wholly on the creation of new value; meanwhile, the question of how exactly they will be compensated for it usually goes unexamined. One typical reason is that top executives haven’t managed to clarify something even more fundamental: how much priority they place on increasing profit margins.

Revenue 13

Revenue KPI Sales Sales 13

Harvard Business Review

APRIL 12, 2018

Error #1: Downsizing to save costs while ignoring the revenue impact. Companies eliminate too many jobs when they let cost savings, not revenues, dictate how many salespeople to cut. The sales force is a revenue generator; its size directly affects the top line. Ask a sales manager to participate in the transition.

Sales 11

Sales Sales Revenue Implementation 11

Harvard Business Review

AUGUST 25, 2017

The decrease in deal size and win rate results in an estimated $98 million per year in lost revenue for the average company in our data set. Conversely, it represents a potential gain of over 27% in revenue per company if properly addressed. But sales managers also have to take some blame.

Sales 8

Sales Sales Cash Flow Compensation 8

Harvard Business Review

FEBRUARY 26, 2013

For sales managers, this is not an easy question to answer. The number of salespeople affects profitably by impacting both revenues and costs. It's easy to estimate costs by looking at historical compensation, benefits, field support, and travel costs per salesperson.

Sales 8

Sales Sales Revenue Travel 8

Harvard Business Review

JANUARY 28, 2015

Delivering great journeys can boost revenues 10 to 15 percent, lower service costs 10 to 20 percent, and increase employee engagement 20 to 30 percent. In fact, between 30 and 50 percent of their bonus compensation is based on reaching their joint targets. But getting it right pays off.

Operations 12

Operations Metrics Onboarding Sales 12