MONDAY, SEPTEMBER 22 9:45-10:45 AM A company with 160 sales people acquires one with 600. The 160 were on a 30/70 mix with complex highly individualized plans, primarily commission-based, paid monthly. The 600 were on a 30/70 mix based on quarterly single-component bonus plans with a high threshold. Pay levels were different, and productivity expectations and management practices diverged. This session will share the trials and the triumphs of:
Monday, September 22 9:45-10:45 AM Imagine having the tools to not only help you design incentive and recognition programs but help predict their success—not just overall, but by demographic group, geography or department. No need to fantasize: Fortune 1000 companies are already delivering more targeted and meaningful recognition and reward programs using the latest participant research and predictive analysis techniques. Attend this session and discover:
Monday, September 22 9:45-10:45 AM One of the key functions for today’s sales operations organizations is the provision of analyses that improve decision-making and increase sales performance. You have plenty of data, and perhaps have even invested in reporting technologies to help you view it more effectively. But what should you be looking at? And even if you find the right metrics, how do you make the leap to using data from the past to make decisions about the future? The purpose of this session is to introduce a vision of what a metrics dashboard for sales reps and sales operations management can look like. Attendees to this session will:
Monday, September 22 11:00 AM – 12:00 PM Many organizations find they can achieve better results using a team-based effort. But the risks are high—team-based incentives can dilute the pay-performance link and alienate high performers. During this session, Mr. Wallace will explore cases for multi-functional teams and provide tips for designing team-based incentives. Attend this session and learn:
MONDAY, SEPTEMBER 22 11:00 AM - 12:00 PM Not all sales teams are the same, nor should all plans be the same….but companies still strive for consistency of philosophy and practice when possible. Sherwin-William has a complex business: national retailers, company-owned retail stores, hardware stores, paint dealers, industrial distributors, building material distributors, home centers, vertical market segments, etc. This actual business case will share both a process and framework developed by Sherwin-Williams corporate in which each of the disparate sales units were able to “customize” a solution from the framework to meet their unique needs. With their unique approach, they strived to create a solution that was both simple and effective. In this session learn how:
MONDAY, September 22 11:00 AM – 12:00 PM Are you losing on price? Guess again. Progressive firms are recalibrating their selling propositions constantly, but during a down economy, the smartest ones make an extra effort to reward consultative selling behaviors that satisfy the buyer’s desire for added value. Join Mr. Ryan as he takes on the following tough questions:
TUESDAY, SEPTEMBER 23 1:45 - 2:45 PM Successful companies periodically evaluate and enhance their sales strategies and sales roles to drive specific growth objectives and to balance cost of selling with sales results. Functions such as sales management, sales operations, finance, human resources and IT must all work together to develop and implement these roles. In this session, we will make the case for sales role specialization, even in a challenging economy. Learn how differing economic environments require general or specialized roles and how you can identify what mix will work best for your company. We will also address how these specialized sales roles must be appropriately compensated in order to drive the desired behaviors. Attend this session and:
Tuesday, September 23 1:45 – 2:45 PM Market pay data plays an important role in determining the correct rate of pay for most jobs. But sales jobs are unique; their contribution to the top/bottom line can usually be quantified. A well-designed incentive compensation plan can capture the contribution of the salesperson and pay them accordingly—without regard for market pay considerations. Session attendees will learn:
Tuesday, September 23 1:45 PM-2:45 PM
TUESDAY, September 23 3:00 PM – 4:00 PM
TUESDAY, SEPTEMBER 23 3:00-4:00 PM In many design team efforts, team members think that receiving senior level approval for new plan designs signifies crossing the finish line, when in reality, there is an important leg still left to be run. An effective and comprehensive communication approach is essential to ensuring new plans are understood and accepted, allowing your sales team to hit the ground running. In this session, Mr. Gott will discuss the four primary goals of an effective communication approach, as well as provide:
Tuesday, September 23 3:00-4:00 PM Get a first look at the key findings from this year’s Towers Perrin/Synygy survey of pharmaceutical sales compensation plan design practices and see how pharma companies are structuring their sales incentive plans and responding to today’s market dynamics. There will be time for discussion at the end to delve into specific issues, so be sure to bring your questions! Join us to learn:
Tuesday, September 23 4:15-5:15 PM With the business landscape continuing to evolve at break-neck speed, the focus on sales performance has remained in lock-step. In response, companies have undertaken a variety of actions aimed at improving sales effectiveness, including: updating and/or adding new comp plans, reengineering their sales compensation administration processes, investing in new sales incentive compensation and sales performance management solutions, and increasing sales training. While companies are realizing some benefits, they’re not seeing the results they expected—and are wondering why. During this session, attendees will:
Tuesday, September 23 4:15-5:15 PM When choosing an enterprise incentive compensation management (ICM) system, you will no doubt be pulled in two directions: your IT department wants to go with their ERP solution, but your sales colleagues want the kind of functionality you suspect will only be found in a best-of-breed point solution. How can you manage your way through this political minefield and live to tell about it? Sharing their combined experience in sales compensation consulting and enterprise software solutions—plus recent, first-hand research of client successes and messes—Ms. Ledford and Mr. Weinberg will have you fully armed and ready for your quest for the optimal solution. Attendees will learn:
TUESDAY, SEPTEMBER 23 4:15-5:15 PM In 2004, 34% of executive sales leaders said they were shifting to a business-centric sales strategy. Four years later, they are in the same place with the majority (75%) still planning the shift. Sales leaders know the "whats," but find barriers when tackling the "hows." As sales leaders, we are naturally disciplined to focus almost entirely on one component - performance. Sales performance is vital, but performance alone will not determine leaders' readiness to shift sales strategies. Today's sales and leadership roles require a more sophisticated approach to recognize the readiness to embrace and promote the change and execute the best practices necessary for a successful shift. This session will help attendees:
|
