Sales operations teams designing sales incentive plans often struggle with questions around crediting revenue or deals—especially in group selling scenarios. A common (yet faulty) solution has been to double bubble every team member that touched the deal. While popular due to its simplicity and motivational appeal, the double bubble approach almost always backfires, resulting in: huge payout
Sales Operations teams are often the nucleus of a company’s revenue strategy. But the role of Sales Operations goes beyond reporting results. They must also determine which KPIs truly drive growth and which do not. However, most companies suffer from “data overload”—a seemingly endless list of attractive metrics that ultimately drive little to no business impact. The key
Powering flexible sales crediting requires a hierarchy structure. Rarely in a sales organization does the “one rep sells, one rep earns” model actually work. Instead, there are usually different parties involved in selling to an account, be it hunters, farmers, overlays, channel partners, solution specialists or other types of roles you have in your organization. How you
Measuring and rewarding sales performance is the key to sales compensation management success. Year-to-Date (YTD) calculations and Year-over-Year (YoY) comparisons are among the most used performance metrics by most organizations. They can drive both accurate incentive payouts and timely transparency and fairness that fuel motivation in the field. However, many underestimate the complexity involved in these calculations.
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