Communicating New Sales Compensation Plan to Team

Communicating New Sales Compensation Plan to Team

The new sales compensation program has been researched, cost modeled, and is ready for roll out. So what’s the process? Send out an email describing the new plan and consider it done? Cross your fingers that sales managers will answers questions for their reps?

Don’t assume that because the people who designed the new plan understand it, that anyone else will. Real understanding takes days, weeks, or sometimes months. Put yourself in the shoes of the sales organization, concerned with their livelihood and any possible disruption, and develop your change plan to drive the strategy with the sales team in mind. When making your next change, consider the following six steps:

  1. Start strong. Conduct your due diligence to make sure the program is bullet-proof and ready to go.
  2. Craft the change story. Be honest about the reasons for the change, and develop a clear message around the C-level goals.
  3. See the organization’s view. Expect some resistance, and identify who those resisters might be so you can get them on board.
  4. Get the change forecast. Know your organization’s readiness for the change and your team’s resolve to see it through.
  5. Leverage the learning modes. Use multiple methods, including those that serve visual, audio, and other learning types to communicate with the organization.
  6. Follow the process. Begin communication early and follow your approach until well after introduction.

On Day One, announce the new plan with strategic themes and reinforce at the team level. Make the plan announcement within the context of the overall sales strategy. This is the first formal communication of the change story. Translate the story to the team through sales management in concert with the strategic announcement. Sales management should then work with the team in break-out groups that get into the details of the program, answer questions, and make sure that each member of the organization understands the new program.

In the first 14 days following the announcement, open the communications channels. To support the announcement, open up your support channels to capture the inevitable inbound questions and manage the flow of communications. These vehicles typically include an inbound voice hotline, a dedicated e-mail account, a company-operated blog, and social media presence. While some of these vehicles may seem non-traditional, it’s not uncommon for the sales organization to establish its own web and social media presence in response to a major change. It’s usually better for the company to move proactively in this direction than to reactively defend.  

Thirty days after the announcement, test for understanding. No matter how well accepted the plan is during the announcement, don’t assume the whole organization understands it. Following the announcement, managers should work on a schedule to reach out to reps and confirm their understanding of the plan and their objectives.

Sixty days after the announcement, test for behavioral change. The first sign that the plan is beginning to work is a pattern of behaviors that are consistent with the objectives of the program. Test for these changes through direct coaching and observation by sales managers and through performance measurement through vehicles like the CRM system that track activities and steps in the sales process.

At the 90-day point, test for performance results under the new plan. Depending upon the length of the sales cycle, results may begin to show during the initial months or after the first quarter. With many implementations, the sales organization may actually experience a dip in performance after the introduction as it adjusts from any initial distractions and begins a new, consistent rhythm.

When making the change to your program, start early with socialization, craft the right story for your change environment, and stay sensitive to the organization while you work through your multi-mode communications process.

Join SMEI for a webinar on sales compensation strategy.

Photo Credit: Mathyas Kurmann

Your Job is to Hurdle the Top 3 Sales Objections

Your Job is to Hurdle the Top 3 Sales Objections

Your Job is to Hurdle the Top 3 Sales Objections

Sales objections are the bane of existence for many salespeople. Here are a few tips to leap the hurdles and tackle the top 3 sales objections.

Sales Objection #1: Your price is too high

  • Which means?
  • Compared to what?
  • How much did you think it would cost?
  • It is high compared to what some companies charge. However, we sell over 800 units a month. Why do you think that is? Do you think that these 800 businesspeople would buy from us if they didn’t see the superior quality and the value they receive?
  • It costs only about 48 cents per hour of operation. That’s less than a can of Coke out of a vending machine. You can afford that, can’t you?
  • What neighborhood do you live in? That’s a nice neighborhood. You are obviously a person who appreciates the finer things in life. Why are you denying yourself top quality now? Does that make sense?
  • Why do you think our competitors are cheaper? Where do you think that they cut the corners? Did they use cheaper materials? Poorly trained craftsmen? Did they cut back on quality control? Why worry about where they cut corners? Why not buy the best and sleep well at night!

Sales Objection #2: I’m too busy; talk to our Purchasing Manager first.

  • (Prospect’s name), suppose you receive a letter marked “Personal and Confidential.” Would you allow your Purchasing Manager to open it? (Wait for a reply.) The proposal I have was intended for your eyes only. What I have to say is too important to be shared with anyone outside the executive suite. Can we talk now?
  • I appreciate how busy you are. However, the opportunity I have to share with you will have a significant impact upon the future of your company. All I ask for is a brief moment to explain the dollar consequences of this important proposal. Isn’t this worth a few minutes of your time?
  • Does he have the authority to approve a $_______ purchase? (If the prospect says yes:) Thank you, I’ll be sure to remind him/her and I’ll see him/her right now. (If the prospect says no:) Well, then, why should I talk with him/her?
  • Our proposal is really very significant. It requires detailed information from top management. Is ____ privy to all details and operating plans known to top management? If not, we should set aside five minutes to cover the key parts of this opportunity together. After that, if you want me, I will be happy to talk with ____
  • Are you too busy to save money?
  • If this opportunity save your company, $____, who do you want to be the hero, you or the Purchasing Manager?
  • We almost never deal with Purchasing Managers. This is an executive-level decision. I need to talk with you.
  • I am sure your Purchasing Manager is very competent. However, I can assure you, this information is beyond his/her realm of expertise. This information is for the person who is in charge of the total bottom-line profitability of the company.
  • I cannot talk with Purchasing Managers. It is company policy. I will either talk with you, or no one in your company will learn of this opportunity. Can we talk?
  • You want me to talk with your Purchasing Manager? I know what you are really saying is that you don’t think this opportunity is worthy of your attention. May I have two minutes to explain to you why it is?
  • You want me to talk with someone else? Why do you think I called you? It wasn’t by chance! The information I have is for you only! After you have heard it, if you want me to talk with ____, I will be happy to. But, I am confident it won’t be necessary.
  • How do you feel when you call someone and they ask you to speak with someone else? Well, that’s the way I fell now! What would you do if you were in my position?
  • Thank you for your suggestion. The news I have is very important. Why don’t you give him/her my name and number, and have him/her call me? I don’t normally talk with Purchasing Managers. I’d really prefer to talk with you. May I have a few minutes of your time?
  • I have already talked with your Purchasing Manager. He said it was very important that you and I talk directly.
  • By handing me over to your Purchasing Manager, what you are really telling me is that you don’t know how critical this matter really is. Would you like to learn why?

Sales Objection #3: I want to work with a more established company

  • You impress me as a very smart businessperson. I know you haven’t invited me here to chat about the weather. You don’t want to put all your eggs in one basket, do you?
  • I understand how safe you feel about a relationship that goes back 15 years. And yet, I saw your eyes light up when you looked at our products. I can see that you’re giving serious consideration to diversity. Just out of curiosity, could we compare the pros and cons of the two choices? Let’s take a piece of paper and list the reasons for and buying from us. The first reason against us is that we haven’t worked with you for the past 15 years. What would be the reasons for giving us a chance to prove ourselves?
  • Is there anything about me that prevents you from doing business with our company?
  • I can say good things about my competitor and if I were you, I would go with them – unless, of course, you want a better product at a better price.
  • I do respect your loyalty to your present vendor. Loyalty is a virtue. While we’re on the subject, how about your loyalty to your company’s long-term profits? Isn’t that kind of loyalty just as important as loyalty to an outside vendor? If I could show you a way of improving your company’s profits, would you take a serious look at our products?

(Adapted from the book “Sales Scripts That Close Every Deal” by Gerhard Gschwandtner, Founder and Publisher of Selling Power)

Photo: Alberto Guimaraes

Warning Signs in Sales

Warning Signs in Sales

Warning Signs in Sales

The cavemen used signs as communication tools when there were no other means to pass on messages. As time went by, signs have lost its significance and now we use languages instead. With the evolution of language, people have lost the ability to read signals even when signs convey rich meaning. Tribal people who have stubbornly refused to integrate into the civilized world still use signs to communicate to others.

To a caveman, signals may be a powerful means of communication. But in today’s sales parlance it is a cue that conveys information that is unobservable from a sender to recipient. Sales management is all about signaling that ultimately leads to increased revenue. Managers design campaigns through the filter of signaling, a process of sending messages with the objective of influencing purchasing behaviors. Done correctly, this can lead to the desired amount of transactional sales. On the downside, market perception may turn out to be unfavorable.

A signal can mean different things to different users (Spence, 1974). When sales executives use signaling, test the waters by experimenting it with a smaller subset of the market. This will enable them to contain rapidly any undesirable consequences and thus manage it appropriately.

When not to use signaling

However, at times, there are costs involved in marketing signaling. It may result in product line cannibalization whereby customers wait for the signaled action and delay purchasing the existing product. Or circumstances beyond the sender’s control may affect the timely delivery of preannounced product or features of it as promised. Similarly, a price cut could be the result of excess inventory or product elimination. So, it would be in the best interest of all to not engage in price war that would dilute profit.

Sign language used by companies

Price signaling raised turbine generator profit/sales ratios in the 1950s. In 1992 Ford announced a 6% price increase to signal not to start a costly war for market share.

Service firms

Firms that sell intangible products may indicate their high value through prestigious addresses, fancy club memberships, office décor, etc. Some companies hint to the customers their willingness to work around customer needs. They do it through differential pricing, increasing staff count for peak times and by providing complimentary services.


Airlines are notorious for undercutting fares on those routes that are lucrative to their competitors in a bid to undermine the best efforts of their rivals. In such cases, if the undercutting of fares is done to put a spanner in the works then the rates are brought up to the normal level as soon as the objective has been achieved even before some of the travel agents have found out.


Firms pay dividends to its shareholders as a sign of strength signaling to the market that there is no need to hoard cash. Some investors look for a company’s Corporate Social Responsibility initiatives to gauge the health of the enterprise. Such companies use CSR to signal the appropriate messages.


Restaurants open up in an up-market locale with high rents to signal to the patrons of its five-star status as well as to advertise its good food. Warranties and guarantees are other examples marketers use to show the credibility of the quality of the product. They offer insurance against faulty products to potential buyers. Longer the warranty, higher the quality.

Marketing signaling is also messages sent to other companies within the industry either to convey to or to gain information from competitors. Companies selectively leak information to manipulate the opponent’s choice of actions. Employees find press announcements to be more credible than internal communications.

Types of signaling

Kirmani and Rao (2000) distinguishes between two types of signaling based on the financial consequences. They are:

  • Default-independent signals, where companies incur financial loss, such as heavy advertising costs or fixed upfront costs, whether the signals default on their claims or not.
  • Default-contingent signals where companies suffer monetary loss only when the signals default on their claims, for instance, when a high price signal matches with equally high quality.

Keys to signaling success

Maintaining a consistency throughout the organization as to the meaning of the signals is crucial to the success of signaling marketing. Once a signaling strategy has been decided by the company executives the information must be passed on to every employee from top to bottom. Failure to do so may not only cause inconsistency in the quality level but also mar the reputation and integrity of the brand. Equally important is how the rival companies interpret the meaning of signaling.

Also, as responsible marketers, it is rather important to examine your conscience before indulging in signal marketing as using it to promote transactional sales at the detriment of brand integrity is unethical and immoral. In light of this, signaling management has become a tricky task of business leaders. The correct interpretation of sales signals enable the executives to brace themselves to avoid any potential threat or to position them to take advantage of the opportunity.

Having said that, with signaling marketing it is still hard to predict the response of the target audience. Neither is it easy to gauge the perception in the minds of the recipients. Moreover, the way one party perceives the meaning of signals may not be the way another party views them. And that is why it is advisable and a prudent strategy to test the signal response on a smaller scale in an area that closely resembles the target market.

Photo Credit: Bart Anestin

Enable Employees to Unleash Their Power

Enable Employees to Unleash Their Power

Enable Employees to Unleash Their Power

A successful Human Resources Strategy involves efficient talent acquisition, accurate performance measurement, and fair employee compensation. In every step of the employee lifecycle in a company, there is potential that lies unexploited. Managers can unlock it by EN-abling the employees. It ensures the elimination of disgruntled idle workers. In addition, it helps in reaching the full threshold of the employees. It has proven to result in a powerful transformation within both small and large enterprises. Companies are made up of employees, and it is through exploiting their latent talent that corporations have become successful.

One of the primary responsibility areas of Sales an Marketing leaders is the acquisition and retention of their team. They would do well by following the process involved in EN-abling the employees. Broadly speaking, there are seven ways to EN-able employees. They are EN-ergize, EN-gage, EN-courage, EN-tice, EN-trust, EN-tertain, and EN-d.


Workers should have an understanding of how they fit into the goals of the organization. That motivates them to do even more than what is necessary. The only way to achieve this is by EN-ergizing them. This is effectively done by having an open dialogue with them about the company’s goals. Consistent and continuous communication between the management and employees has a powerful effect than building defenses between hierarchies. Managers must make it a point to give them constant reminders of the results of their daily efforts. This can also ensure that they stay away from empty tasks.


It is a proven fact that the more satisfied the employees are in their jobs, the more inspired they are. Job-satisfaction is attained through EN-gaging workers through leadership skills by providing them meaningful feedback, relevant reviews, and quality coaching. Suggestions thus obtained can inspire employees to take action on them to improve and develop their personality thereby enhancing job satisfaction. According to Jack Welch, former CE of GE, this is the critical insight to driving phenomenal performance. Excited and animated conversations grow out of such performance that let staff share innovative ideas and bring forth camaraderie.


Sales and marketing executives tend to be more entrepreneurial in nature and disposition than the rest of the team. It is also in their nature to want to own the changes that are happening within the organization. EN-courage them to participate in the process, to share innovative ideas and ask for feedback. Inviting them to make a difference in the company goes a long way in motivating them to take action. And when things work out appreciate their great work. That would empower them to not only deliver continuous improvement but also to drive innovation throughout the organization.


Move away from “just-in-time” recruiting to “talent-funnel” recruiting. “Just-in-time” recruiting is hiring that happens once the company advertises the job position whereas “talent-funnel” recruiting is being proactive and already having a talent pool from which the company can hire top employees. The way to achieve this is by headhunting A-class Sales and Marketing Professionals in the industry and from within the company and EN-ticing them to join the talent funnel list. As time goes by and as the company recruits more and more high-potential employees from within the talent funnel the productivity and performance level is bound to go up.


It’s a process of respect. EN-trusting employees in Sales and Marketing in the democratization of decision-making to get their unique perspective can empower the teams and internalize the process. Taking such personal responsibility would also entail rewarding and recognize as well as penalizing their results equitably and appropriately. To minimize the penalties and for efficient execution of their decision actions, it is important to put a system in place that would permit real-time collaboration and communication during the implementation stage. It keeps employees aware of their pitfalls promptly and to steer clear of it.


Gary Hamel at a speech at WorkHuman articulated it better than anybody about the importance of approaching work with the same lens as we approach our lives. Our lives are full of necessary-to-do mundane tasks, but we also look forward to climbing mountains, crossing oceans or pursuing our hobbies. We set aside a certain time for our me-times. Work has to be similarly EN-tertaining. Sales and Marketing leaders must recognize the hidden interests of sales and marketing executives and allocate tasks to them they enjoy. Classic academic studies have repeatedly advocated that organizations should allow fun at work.


When employees quit the company it is a prudent idea to EN-d it on a good note. Conducting exit interviews in a strategic manner can ensure the smooth exit of the employees, especially those involved in the Sales and Marketing processes as they can turn out to be the advocates of the company for better or worse. Some companies conduct exit interviews when employees tender their resignations, on the last of their employment and six months after leaving the company. The feedback thus obtained can be used to implement changes to reduce turnover and keep workers satisfied.

The implication is rather clear. The onus is on Sales Managers, Marketing Directors, and Business Development Executives to harness the power of Sales and Marketing professionals for the progress of the companies and for pressing on towards the organizational goals and objectives. EN-abling employees would also ensure that there is a shared vision among the employees and the management. The purpose of any one of the ENs mentioned above should be to motivate employees to go that extra mile and be involved in the organizational process for enhanced productivity. The result would ideally leave corporations with increased profits and revenue.

Is Your Sales Organization in a Zero Growth Environment?

Is Your Sales Organization in a Zero Growth Environment?

Sales organizations live in zero overhead growth environments, and productivity is something that is continuously worked on. If you want to grant your organization a three percent merit pay increase, you have to find it within the organization. So if you’re not getting three percent more productive, you’re underwater.

Sales productivity is part time allocation (how much time reps have to interact with customers) and part effectiveness with that time (workload, sales process duration, and close rates). We call this combination sales capacity.

Sales organizations interested in increasing the productivity of their teams should focus on these two areas:

  • Time. Our studies have shown that, on average, sales resources spend 44% of their time focused on selling activities. In other words, over 50% of their time is spent on non-selling or non-revenue generating activities (such as travel, service, administration, and internal meetings). In this 24/7 fully-accessible world, sales roles are continually asked to do more tasks, beyond the job description of selling. This work is important, but not as critical to the business as meeting with customers and selling the products or services.
    Sales leaders can increase the amount of time their sales people have by:

    1. Measuring so you can manage. Track and catalog how much time reps spend on selling versus non-selling activities. Tools are available to sample the organization (kind of like a Fitbit for the sales organization).
      • Understanding the job role. What is the optimal objective of that job? What are the value added and non-value activities for the company and for the job?
      • Decontaminating the sales roles. Move the right activities to the right roles. For example, shift transactional activities to lower cost roles. Allocate the more strategic activities to the more strategic sales roles. Sales organizations can then calculate the ROI from shifting administrative work to lower cost resources and allowing sales people to hunt. Decontaminating sales roles can have a significant impact on productivity. For example, for an organization with $2B of revenue and 500 quota bearing reps that spends only 50% of its time selling, adding 5% more selling time at only 20% of the current revenue per hour yields an additional $40M in sales capacity.
    2. Effectiveness. The second part of sales capacity is how effective sales people are with the time they have. Sales leaders can improve the effectiveness of their sales people by measuring and managing:
      • Workload. How much time does it takes a rep, in hours per week, to win a deal? What percent of his time each week does he spend on a specific deal?
      • Duration. Length of time it takes (weeks or months) to close a deal. How quickly can a rep move a client through the sales process?
      • Close Rates. How many deals in the pipeline does it takes to win one deal?

Sales effectiveness can be improved by qualifying deals according to more rigorous criteria. We all want a big pipeline because it feels safe. But it takes a lot of time to manage all those opportunities, and it is deceptive to yourself and the organization. Sales effectiveness can also be improved by getting deals out of the pipeline sooner. Flush out the opportunities that have a low chance of making it right away.

How to Break the Rules to Reach the Decision Maker

How to Break the Rules to Reach the Decision Maker

One of the greatest challenges for any sales professional is gaining access to the ultimate decision maker. But what if we’ve made this challenge even more daunting by believing an antiquated set of self imposed rules need a little updating?  Rules that may have been created by lack of experience, fear or misguided assumptions? These are the “old” calling high rules I’m referring to:

  • You must earn the right to call high.
  • You must do massive amounts of homework to see what product you should pitch.
  • You need to be prepared to pitch; at least an executive summary.
  • You only get one shot.
  • You must do what they tell you to do.
  • My inside coach says he has the budget and is the decision maker. I don’t need to call high.

When calling at the C-Suite, which I call selling Above the Line (ATL), you need to change the rules. Why? Because ATL buyers have different decision criteria than Below the Line (BTL) buyers, those responsible for using the product or service you’re selling.

Different value proposition, different rules.

Calling on the ATL Buyer Rules:

  • Call early. Don’t waste their company resources or yours on something that isn’t critical to the ATL buyer’s agenda.
  • Do homework on what’s important to them. Either read their website, their LinkedIn account, or their quarterly reports. Read about the industry and their title so you know how to tailor questions. (What keeps a CMO awake at night in 2015? What are the 2015 trends in the medical device industry?)
  • Call and ask questions about their initiatives, goals or objectives, and ask about the ones they’re having the biggest problems with. Worst case, prime the pump and be prepared to ask questions using the homework you’ve done.
  • Time travel. All ATL executives live in the past 3 or next 3-6 months. Questions regarding “now” are not in their wheelhouse.

To be effective at the ATL level, you need to forget all the rules you have been trained on:  feature/benefit, respond to the person making the inquiry, win the demo, and do a great RFP.

Bottom line. You need wins at both BTL and ATL. Follow the BTL rules, but when going after the second value proposition of your deal, the ATL value prop, you need to change the rules. Try it. I guarantee you’ll have a lot more fun.

Join SMEI for a webinar on this subject on February 10, 2015.

Tom Latourette is Managing Partner, M3 Learning