| Typical Incentive
Compensation Challenges Are Major Cause of
Sales Strategy to Execution Disconnect |
| Direct Sales & Execution |
- Misaligned compensation plans drive unintended
behaviors
- Shadow accounting consumes selling bandwidth
- Performance / pay gap causes top performer
to leave
|
Poor Sales Execution |
| Executive Management |
- Inability to quickly (re)align sales channels
with goals
- Difficulty in gauging pay plan effectiveness
- Limited insight into leading indicators
|
Missed Financial Targets |
| Finance / Sales
Ops / Compensation |
- Manual processes limit accuracy and timeliness
of payments
- Rigid systems constrain responsiveness and
ability to improve
- Massive, disparate data sources limit analysis
and visibility
|
Poor Predictability |
| IT |
- Maintenance of legacy systems consumes majority
of resources
- Lack of data and integration standards constrains
ability to integrate systems and analyze information
|
Limited Responsiveness to Business |
| Best
Practice Incentive Compensation Processes Drive
Superior Strategy Execution |
| Direct
Sales & Execution |
- Compensation plans provide motivation and
focus
- Reps have confidence in the accuracy and
timeliness of pay
- Top performers gravitate to the Pay for Performance
culture
|
Focused
Sales Execution |
| Executive Management |
- Real-time control of channel strategies and
compensation
- Clear understanding of pay for performance
linkages
- Deep insight into all key leasing and lagging
indicators
|
Exceed Financial
Goals |
| Finance / Sales
Ops / Compensation |
- Streamlined processes produce ~100% accuracy
and timeliness
- Flexible systems support continuous improvement
and modeling
- Consistent, accessible data support rich business
analysis
|
Strong Predictability
& Control |
| IT |
- Majority of resources focused on strategic
projects (not maintenance)
- Open data and integration standards simplify
ongoing integration, enhancements and analysis
|
Efficient Support
of Business Requirements |
