If the archetypes of the sales people die hard, we forget that there are very different positions, but especially very heterogeneous profiles and that will necessarily agree more or less according to the missions. In fact, from the lonely salesperson to the bank advisor, there are few things in common, and it is precisely these differences that make it interesting to look for the right profiles, to find what motivates them and how to help them. to be more efficient.
The field salesman is a bit of a lucky-luke for whom the company's turnover resonates like a bonus on an outlaw. He therefore seeks to fulfill his sales objectives and collect the results. As its title indicates, it is 98% of the time in the field. He is both an effective link between the company and its customers and a representative of the brand of product or service he is responsible for.
He is an agent who enjoys good working conditions and who is fully dedicated when his compensation is a real reward for his efforts.
Companies often choose the commissioning model or the sales versus target bonus to define their compensation. But it is also common to offer benefits in kind, such as a company car, laptop or mobile tablet for everyday activities.
Make no mistake: the technical salesman is also a man in the field.
The technical salesman is attached to the commercial success. It is recommended to allow him to work in pairs with a commercial and to set a bonus for his collaborative work, and another that will be a function of his rise in competence.
In contrast to his peers, this salesman spends 90% of his time prospecting and answering to customers by mail or phone. This is not what a salesman is really dreaming for. But in the end they find their account and harvest the fruit of their labor by achieving very good results. Especially when you have the good idea to apply to them an objective based incentive commpensation as a basis for calculating their monthly salary.
Some examples of compensation by objectives to use:
His compensation mode can be adapted according to the situation with two variable bonuses. The first is a commissioning on launch business. It is justified by the fact that it is impossible to create a reliable and coherent objective without knowledge of the market, and that it is also impossible to over-distribute in variable compensation and impact its profitability. Finally, the second is sales versus target bonus when the company can better anticipate its sales forecasts.
Its compensation mode is however very simple: in addition to the fixed base, you must grant him a compensation relating to the evolution of the turnover of the customers constituting his portfolio and on the customer satisfaction.
Its compensation mode is based on a predominent fixed part, 80 to 90%, and a variable part, which is dependent of its quantitative and qualitative results. These are fixed by the management on lines of products of the insurance, credit, etc..
Bank companies in particular also organize commercial challenges to encourage their advisors to boost their sales over a given period, on a given product.
To learn more about calculating and determining the compensation of your sales people, download the white paper "The 10 golden rules of incentive compensation" on our website.