June 2001
Intermediate to advanced
416 pages
11h 28m
English
book
Compensating New Sales Roles: How to Design Rewards That Work in Today's Selling Environment
by Jerome A. Colletti, Mary S. Fiss
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Summing Up
Too many performance measures, the wrong measures, the wrong level of measurement, or measures that conflict with the salesperson's job mean that a company may not reach a new sales plan's objectives. Too many measures reflects top management's confusion over a sales job's most important objectives. The wrong measures or measures that conflict with the salesperson's job mean that the company rewards sales-people for the wrong things.
Even among the best companies, aligning performance measures with business objectives for sales and customer contact jobs is challenging. When a shift takes place in who the customer is, however, and a company responds by implementing new sales roles, those changes create a need for a new or revised performance ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.