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Thanks for the reply. We have a good idea of the sales cycle etc, just weren't/aren't happy with the compensation structure. Evaluating a sales person's perfor

Thanks for the reply. We have a good idea of the sales cycle etc, just weren't/aren't happy with the compensation structure. Evaluating a sales person's performance is not the difficult part, we were hoping for a change which puts off the kind of person who sits around for two months just going through the motions, yet gives a motivated team member the space they need to reach an amazing salary. Thanks for the food for thought.

wayn3 10y ago
You don't structure your compensation in such a way that makes people leave. If they don't perform, you just fire them. That's the sales game. Your comp plan doesn't concern itself with punishment. You lay out quota and a stretch goal and if your reps hit them, you compensate them dearly. Why not just hire a VPS who can do this for you if you want to scale to 40 reps anyway. Are you in a jurisdiction where firing someone is not as easy?
sharemywin 10y ago
welcome to sales management for every 10 people you hire: 8 can't sell there way out of a paper bag 1 can sell but they're lazy or has personal problems. and 1 sells 80%-90% of your sales but you either can't stand to be in the same room with them or they want so much of the pie there's nothing left(or both)