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Issue# 10 | FEBRUARY 2010
GETTING THE WORD OUT: SELLING THE NEW SALES PLAN TO THE SALES FORCE
For several months we have focused on how to redesign and change an under-performing (and generally costly) sales-compensation plan.
Let's say that you have followed our prescription, did the hard work and analysis, and gained the needed consensus to proceed. You now should find yourself with a new and better sales pay plan for your sales force—at least on paper. Now for the tricky part: selling it to your sales force. | read newsletter |
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Issue# 9 | JANUARY 2010
CHANGING LEGACY SALES-PAY PLANS
The history of most sales compensation plans can be tied to commission plans. Commission plans generally pay for sales volume in a territory or portfolio—without regard for factors such as sales growth, profitability or mix. So, when these types of plan are applied in a maturing market, large payouts can be annually awarded for little or no growth. Does that mean owners or managers are satisfied with zero or no growth? | read newsletter |
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Issue# 8 | DECEMBER 2009
OFFICE CHRISTMAS PARTIES
A backward glance
When I think back on office holiday parties, I often see Jack Lemon (Days of Wine and Roses, The Apartment) with a martini glass in his hand or sometimes I see myself, with a glass of scotch, as I page through a cheery old John Cheever story of an exec's outward grace and inner corruption. | read newsletter |
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Issue# 7 | NOVEMBER 2009
BOARDS OF DIRECTORS
IF RIP VAN WINKLE AWOKE TODAY – PART 3
We have been discussing changes that have occurred in our practice areas over the last two decades to commemorate Wilkening & Company's 20th anniversary. Last month we talked about executive pay and long-term incentives. In the third of this series, let's talk about trends in corporate governance and Boards of Directors. | read newsletter |
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Issue# 5 | SEPTEMBER 2009
IF RIP VAN VINKLE AWOKE TODAY -
20 YEARS LATER
As you might recall, September 5th 2009 was the 20th anniversary of the founding of Wilkening & Company. To mark that anniversary, we are periodically looking at changes in our practice areas over the last two decades. Let's talk about sales force process and management today... | read newsletter |
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Issue# 4 | AUGUST 2009
THE POWER OF EMPLOYEE RETENTION
—Impact on your Bottom Line
In July we told the story about the Chief Financial Officer who thought he could save a bunch of money by firing all of his costly experienced sales reps and replacing them with rookies. As the result of his prescription for "success," Wilkening & Company developed its Sales-Experience Curve that describes the quantitative benefits to all stakeholders of experience and tenure in the sales force—or in other like-skilled employee groups. | read newsletter |
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Issue# 3 | JULY 2009
It is a good time to remind ourselves that as this recession progresses, key selling and marketing jobs will typically take on increasing importance as firms begin to position for a recovery and strive to again breakeven by relying more on the top line. As we all know, there is only so much you can do with expense control & downsizing. Hence, key-existing and high-potential-prospective sales and marketing resources become crucial to the company as this recession ages. | read newsletter |
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Issue# 1 | MAY 2009
What's Your Plan for the Recession?
It is our experience that many executives have never managed through a market restructuring like that being experienced today. And in fact, many organizations are sloppy, unfocused and high cost, that is, they are FAT. This situation may put their businesses at risk. | read newsletter |
© 2003-2009 Wilkening & Company
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Is this the right time to sit tight, or seize the opportunity to reorganize the company?
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Take the opportunity in this recession to reorganize your sales force
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The driving forces in sales effectiveness
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The challenges of family business management
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The uses of phantom stock compensation systems in private companies
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