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
Top managers must clear three hurdles when they implement a new sales compensation plan to support new sales roles: the resistance to the new sales roles, lack of frontline sales managers' support for change, and salespeople's objections to the new compensation strategy and plan. Unfortunately, executives often assume that creating and implementing new programs will favorably alter the company's direction and improve financial results. They also assume that changing jobs and job definitions and management systems—including compensation programs—will alter employee behavior. While this may be true for some people, it is not generally the case.
Joe Bates could have avoided the situation described at the beginning of this chapter if he ...
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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.