Levering Technology to Find the Right Answers for Action
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1 Levering Technology to Find the Right Answers for Action Paul Peters Senior Product Manager IBM Incentive Compensation Management Agenda Technology Improve the compensation team's ability to Automate redundant processes Become more effective as a business partner Glean new insights into recognized revenue The Challenge Driver and Strategies Strategies that can help you implement compensation plans Technology advancements that can improve the way you understand and impact the organization Stories of Action Real-life examples of how organizations drive the right behavior through technology 1
2 What do you use to manage variable incentive compensation? See Results What is the largest driver you are facing today? See Results What is your biggest challenge? See Results TECHNOLOGY 2
3 Performance Management Corporate performance management (CPM) is the area of business intelligence (BI) involved with monitoring and managing an organization's performance, according to key performance indicators (KPIs) such as revenue, return on investment (ROI), overhead, and operational costs. CPM is also known as business performance management (BPM) or enterprise performance management (EPM). SOURCE: TechTarget Glossary Performance Management Sales performance management (SPM) is the practice of monitoring and guiding personnel to improve their ability to sell products or services. Software programs are available to enhance the sales performance management process. These applications typically streamline various activities in the corporate performance management process and encourage behavior that drives sales. SOURCE: TechTarget Glossary 3
4 Measure vs. Manage Gold Silver Bronze USA CHN GBR RUS KSA KUW MAR TJK Diet Training Equipment Conditioning Altitude Performance Cycles Sleep Recovery Metabolic Rate Measure vs. Manage The Compensation Plan signals to Gold Silver Bronze USA the CHNSales 38 Team where it is GBR RUS KSA important KUW 0 to 0 focus 1 MAR Diet Training Equipment Conditioning Altitude Performance Cycles Sleep Recovery Metabolic Rate 4
5 Daily Routine Major Athlete An athlete's life is this continuous cycle of observation and analysis of feelings, state of recovery, of checking muscles and other performance released factors. Every day, of every month, for years critical training decisions and modifications are made to plans and routines. Bodies are pushed to their limits, wires hooked up, and data collected. Performance Management Reporting An enterprise lifecycle is continuous observation and review of data, metrics, and other performance released factors. Every day, of every month, for years critical planning decisions and modifications are made to forecasts and routines. Capture: Critical Success Factors Key Performance Indicators 5
6 Performance Management Analytics Get better data Understand your business Tell a story Think ahead Indicators for Sales Performance Leading Indicators Lagging Indicators Call Activity v. Targets Campaign execution in key segments Revenue Profitability Lead pipeline change Opportunity pipeline change for key accounts Average discount Win/loss by competitor Lead conversion rate Strengthen Your Sales Analytics Initiative With These Six Best Practices Gartner February 25,
7 SPM Competency and Value Maturity Curve Scaling a Market OPTIMIZE decisions & processes STABILIZE the operation CHAOS pre-icm Time THE CHALLENGE 7
8 SPM Competency and Value SPM Competency and Value Todays Challenges Inability to implement new plans quickly Managing overpayments and errors Sales create their own shadow accounting systems Scaling a Market Challenged to meet audit and compliance requirements OPTIMIZE Inability to model/analyze effectiveness of incentive decisions spend & processes Too much time and effort to administer STABILIZE and maintain incentive compensation processes the operation Payment CHAOS disputes pre-icm consume significant time & effort Limited ad-hoc reporting & analysis capabilities Time No tight links between incentive pay, sales territories, quotas and business metrics Drivers of Change Efficiency Gains Business Enablement Risk Reduction Become more Effective* Scaling a Market OPTIMIZE decisions & processes STABILIZE the operation CHAOS pre-icm Time 8
9 Strategies to leverage technology Ensure Goal Alignment Reduce and Improve Reporting Allow Enough Time for Data Integration Consider Testing Requirements Early Communicate, Communicate, Communicate! Consider How To Handle History Resources to consider Sales Transformation Alexander Group CSE Annual Forum October Design Principles BSC Design Guide to Success bettersalescomp.com/articles/ Strategy Training Testing OpenSymmetry Onsite or website opensymmetry.com Plan for Growth and Change Involve IT STORIES OF ACTION 9
10 Management Reporting to Drive Performance < Clothing Retail Chain in U.S. > (Managers) can understand, at a glance, the productivity of all of their associates Management uses the information about store productivity how many units the store sells every hour, and how many dollars each of those transactions is worth to help drive training programs Sr VP of Human Resources Incenting Based on Controllable Profits < U.S. Based Manufacturer of Flooring Products > a lot of things that go into that profit margin are outside of the territory manager s control such as the cost of raw materials But they can have an immediate impact on profitability by focusing on pricing Now that we have moved to a net-based sales plan a territory manager can see a direct relationship between his behavior and the amount of his check. Project Manager for Commissions 10
11 Bonus Program Auditing & Visibility < Capital Markets division of North American Bank > 5,000 payees in Capital Markets For annual discretionary bonus program which was previously run using spreadsheets Greater auditing around the bonus process, better tracking of approvals and sign off Focus Sellers on Selling < Mobile E-Commerce Technology Provider > When people didn t understand what their achievement was, we got pushback on everything about our plan By having transparency into the system we don t have to worry about them saying, Wait I don t get this. spend more time selling Chief Financial Officer 11
12 Institute a Culture of Selling < Retail Bank in U.S. > Our industry historically has generated a long line of order-takers Nobody can hide People who have the right mindset flourish in this kind of program Cross-sell ratio has gone from 2 to 5.66 Executive Vice President, Retail Sales It s Not Just About Sales < Waste Management Services > Drivers Incentive Plan Route efficiency (units per hour) Customer satisfaction Safety (hurdle for participation) 12
13 13 Paul Peters Senior Product Manager IBM ICM
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