By Jerome A. Colletti
An up-to-date version of a ebook for revenues managers and for reimbursement experts. With a brand new concentrate on on-line revenues, this complete ebook explains find out how to layout and enforce a repayment plan that directs, motivates and rewards staff who practice successfully - "regardless" of revenues channels. Telesales and teleweb operations are the quickest transforming into fields in promoting - this booklet addresses how one can compensate those new channels. The explosion in net revenues by myself (definitely a "new revenues role") makes this a very reliable time for a moment version. integrated are new principles on tips on how to compensate revenues aid employees, 50 examples of recent revenues roles and the way they translate into task definitions, and greater than 20 version repayment plans. A dual-audience booklet, this moment variation should still entice either salespeople and compensaion professionals.
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Extra resources for Compensating new sales roles: how to design rewards that work in today's selling environment
Fiss, Mary S. publisher : AMACOM Books isbn10 | asin : 0814471064 print isbn13 : 9780814471067 ebook isbn13 : 9780814426203 language : English subject Sales personnel--Salaries, etc, Incentives in industry, Compensation management. 3/22 subject : Sales personnel--Salaries, etc, Incentives in industry, Compensation management. Page i COMPENSATING NEW SALES ROLES Page ii Page iii COMPENSATING NEW SALES ROLES How to Design Rewards That Work in Today's Selling Environment Second Edition Jerome A.
Second, as a company offers more products and services to meet customer needs, it wants to minimize the degree to which its sales model—the single point of contact—actually becomes a bottleneck to selling more to customers. To prevent this from happening, some companies implement a completely new process to define how they will interact with customers. Figure 1-3 illustrates this process, often called the customer relationship management model. Technology and resource specialization characterize this model.
Honeywell IAC sales process summary 230 Figure 9-3. Illustration of fund allocation 233 Figure 10-1. Managers' commitment to top-line growth: your company's experience 248 Figure 10-2. Characteristics of top-line growth culture 249 Table 10-1. How sales managers spend their time: 1980s vs. 1998 253 Table 10-2. Percent time allocation by sales manager's role 253 Figure 10-3. Relationship between sales manager's time and sales representative quota attainment 254 Figure 10-4. Tool for sales management role determination 255 Figure 10-5.
Compensating new sales roles: how to design rewards that work in today's selling environment by Jerome A. Colletti