Chapter 12 Chapter 11 Salary Design for Sales Staff

In fact, it is not easy to establish a systematic salary system for salesmen, and it is not easy to divide salary goals into long-term goals and short-term goals.Therefore, the issue of sales staff compensation is another important topic in sales management.Different types of salesmen, different types of enterprises, different types of market conditions, sales managers should choose different types of compensation systems, so as to meet the needs of different types of salesmen and enable them to create better performance. The compensation system for sales staff is relatively simple, nothing more than a trade-off between commission and wages, but how to balance the two is very difficult to solve.No matter what kind of salesperson, the basis for the sales manager to decide which compensation system to use is the same, and must be analyzed from four perspectives: company, customer, market and salesperson.

1. Ability to pay Some small companies are constrained by their payment ability due to insufficient payment ability at the initial stage. They are more inclined to the full commission system, which completely transfers the company's risks to the sales staff. As the company continues to grow and grow, its strength and payment The ability is constantly developing, and the salary system of sales staff is developing in the direction of "commission + salary" to reduce and avoid risks for sales staff. When the company's ability to pay is sufficient, the company's sales staff compensation system should be based on its own personnel strategy. - To attract and retain what quality of sales staff - to determine.

2. Product Features The company's product characteristics determine the company's customer base and company's transaction model, which affects the difficulty of sales and, to a considerable extent, affects the company's requirements for the quality of sales personnel.For example, the technical content of the product is high, and the unit product value is also high. At this time, the company's sales model should basically be considered as "team sales", divided into pre-sales, sales and after-sales. The personnel put forward different quality requirements, and the quality requirements for the sales personnel are relatively high.And if the unit value of the product is very low, the technical content of the product is relatively low, and there is no need for sales staff to carefully explain technical issues to customers. The company generally adopts a wide distribution model, basically selling to the majority of wholesalers. The quality requirements of personnel are relatively low.

3. Training costs Training costs refer to the costs that a newly recruited salesperson must spend to grow into a mature salesperson company, such as salary costs, travel costs, and the risk of sales loss.We know that if the product being sold is a low-end product that does not require high technical and technical skills of the salesperson, then the training cost paid by the company will be very low, and the salesperson will be highly replaceable. 4. Sales management The company's sales management norms and maturity greatly affect the company's attraction to external talents, thereby affecting the difficulty of the company's recruitment of suitable personnel from the outside.Evidence shows that when fresh graduates choose sales as their career, they pay more attention to the standardization of the company's sales management, rather than other factors such as salary level and promotion opportunities.

5. Exit Mechanism In our traditional state-owned enterprises, the lack of an exit mechanism for company employees has also become a factor affecting the design of sales staff salaries.If a poorer person is employed, under the current stable situation, the company has no good way to make him quit. In this case, if the company pays a higher basic salary, on the one hand, it will be very disrespectful to other employees. Fair, on the other hand, the company also paid unnecessary labor costs. 6. Salary for other jobs in the company The determination of the salary level should also pay attention to the salary level of other jobs in the enterprise.If it is not fair, it will easily affect the work mood and enthusiasm of employees, especially the consistency of salary for various jobs in the sales department.

1. Customer preferences To consider customer preferences, we must first classify customers and find out their commonalities. For example, home appliance manufacturers can divide customers into shopping malls, big customers and ordinary dealers. Shopping mall managers like to deal with mature and stable people. Big customers like to deal with people with strong negotiating ability and rich management experience, while ordinary dealers like to care about every detail, and choosing patient and careful salesmen to deal with them has many advantages. 2. Transaction Behavior The impact of trading behavior on sales staff salaries is mainly reflected in the fact that different trading behaviors require sales staff of different qualities and levels, and the market prices of sales staff of different qualities and levels are different.

3. Management level In many cases, when customers or dealers choose a manufacturer, they often consider the management ability and level of the manufacturer to see if the manufacturer can provide corresponding support in sales management.At this time, the dealer's management level becomes the benchmark for measuring the manufacturer's management level and the salesperson's management experience. Dealers are unwilling to deal with manufacturers whose management ability is inferior to their own.Reflected in the sales staff compensation system, it is the value of sales staff with certain management capabilities.

4. Customer expectations Similar to the management level, customers expect what the manufacturer is like and what the salesperson is like.The salesperson is the window of the company, and the image of the salesperson represents the image of the company.How well the sales force actually performs, and how well the vendor infers from the actual performance of the sales force, all affect customer satisfaction. The factors of customer latitude generally affect the company's selection of the quality of sales personnel. The value of different quality personnel is different, which corresponds to the company should pay different levels of salary.

1. Scarcity The degree of scarcity indicates how easy it is for the company to acquire similar talents in the talent market. If the company’s sales staff are difficult to recruit in the market, the company should increase the fixed salary of the sales staff; on the contrary, if the company is easy to recruit in the market Sales staff, then increase the proportion of their commission accordingly. As mentioned above, "recruiting a salesperson is a very simple matter", but you must pay attention to whether your current salesperson can meet the company's requirements, and whether you want to hire a salesperson similar to your current level personnel.

2. Market salary level As in typical salary design techniques, the market pay level basically determines the company's pay level for the position, which is a matter of external fairness.If it is not fair externally, the direct result will be high turnover of salespeople or they will reduce their performance to balance the compensation they receive. 3. Competitor Behavior What is the compensation system of the competitor's sales staff?How did they set the ratios for the parts?Did competitors take unusual measures, such as poaching? At this time, designing a competitive salary plays a very important role in stabilizing the workforce; otherwise, the company will lose its sales force and market opportunities.

1. Salesperson Expectations What are the company's salespeople's expectations for their own compensation?If his expectations are not met, then even if he works in the company, it is only a stopgap measure.And in this state, the enthusiasm of the sales staff must be lacking, which is not conducive to the long-term development of the company. 2. Sales force performance The salaries of sales staff must be combined with their performance, and only in this way can the principle of "more pay for more work" be reflected.However, in some companies or industries, employee performance is actually difficult to measure, because most products have a natural sales volume (unless it is an unlisted product), that is to say, how much of the performance is due to the salesperson's personal Difficult to measure effort to achieve. The salary level of sales staff can only be used as the basis for determining a certain compensation range, that is to say, sales staff with different experiences and abilities should receive different salaries.No matter what kind of products the company produces, whether it is a part-time salesperson or a professional salesperson in the sales department, the sales manager must follow the following principles when determining the remuneration level. 1. The principle of fairness Sales staff compensation should be based on a more objective and realistic basis, so that sales staff feel that the rewards they receive are fair and reasonable, and the sales cost of the enterprise will not be too large.That is to say, neither let the salesperson feel stingy, nor cause waste to the enterprise.This is the only way to keep selling expenses realistic and economical.The salesperson's salary should make the salesperson's reward commensurate with his own ability and be able to maintain a reasonable standard of living.At the same time, the rewards of sales staff must be commensurate with the rewards of other personnel in the enterprise, without any suspicion of discrimination. 2. Incentive principle The salary level of the sales staff must be able to give the sales staff a strong incentive to promote them to achieve the best sales performance.At the same time, it can guide the sales staff to work as hard as possible, and play a positive role in the development of various tasks of the enterprise.Salespeople expect special rewards when sales are good.In addition to giving salespeople a stable job income, enterprises should also be good at distinguishing overall rewards based on their contribution and giving additional rewards of different amounts. This is the key to the real incentive effect of salesperson rewards.Of course, as for the amount of extra rewards, it should be evaluated based on comprehensive factors, instead of taking a simplistic approach, thinking that the higher the reward, the greater the incentive.The incentive principle is also reflected in the fact that the reward system for sales staff must be competitive, and the rewards given should be higher than those of competitors, so as to attract the best sales staff to join the company's sales organization. 3. The principle of flexibility The salary level of sales staff should not only meet the needs of various sales jobs, but also be used flexibly.That is to say, the ideal sales staff compensation system should be flexible and can be adjusted according to different situations.In fact, there are great differences in the organizational culture, operating conditions, expectations, and market risks of different companies, which lead to different reward requirements among different industries or companies.Therefore, in the selection of specific reward methods, enterprises should comprehensively evaluate various relevant factors and make scientific decisions. 4. The principle of stability An excellent salary system for sales staff can ensure that sales staff have a stable income, so as not to affect their normal work and life.Because the sales volume is often affected by some external factors, the salesperson usually expects that his income will not drop below the subsistence level due to changes in these factors, and the company should try to solve the worries of the salesperson as much as possible.In addition to normal benefits, it is also necessary to provide a stable income, and this income is mainly related to the sales position of the salesperson, but not directly related to its sales performance. 5. Controlling principle The salary system of the sales staff should reflect the tendency of the work, and can guide the direction of the work of the sales staff, so that the sales staff can develop their potential and improve their work efficiency.At the same time, the establishment of the reward system should enable the enterprise to effectively control the sales staff.The sales staff compensation system established by the enterprise cannot be at the expense of the necessary control ability, which is the key for the enterprise to maintain the stability of the sales force and eventually occupy the market.In order to achieve this, the enterprise must bear the necessary investment risk, and cannot pass most of the risk on to the sales staff. Generally speaking, for salespeople, sales managers should focus on the characteristics of the company, the business policies and objectives of the company, financial and cost considerations, and other factors.For professional sales staff, sales managers should focus on financial and cost, administration, management and other factors.Of course, the situation of each enterprise is different, the market is constantly changing, and the situation of the enterprise is also constantly changing. The sales manager should determine the factors that should be considered according to his own specific situation and environment. Usually, the remuneration of front-line sales staff basically adopts a structured salary system, that is, base salary plus commission, and at the end of the year, performance bonuses will be paid according to the company's performance. 1. Basic salary The basic salary provides basic living security for the sales staff, and most of the part-time sales staff have no basic salary commission.There are generally three forms of basic salary (see Table 11-1). The first is the no-responsibility basic salary, which has nothing to do with performance completion and can be understood as a fixed salary. The second is the basic salary of responsibility. This form of basic salary is directly related to the performance completion, and is paid in proportion or according to the established standard according to the performance completion rate. The third is the mixed basic salary, that is, a certain proportion of the basic salary is a non-responsible basic salary, which is paid on a fixed basis, and the rest is linked to the completion of tasks. 2. Combination of basic salary and commission The design of the proportion of basic salary and commission in the total salary can be determined according to the company's industry, as well as the company's position in the market, brand influence, product characteristics and other factors.Table 11-2 is a comparison of two combinations of high basic salary and low commission and high commission and low basic salary. 3. commission The design of the commission is generally considered from two aspects: one is the determination of the basis of the commission, that is, what is the basis for the calculation of the commission, whether it is calculated based on the contract amount or the amount of the return; the second is the determination of the commission ratio. (1) Determination of commission basis.For enterprises, the commission based on the repayment is the safest way, because in a complex market environment, the credit of customers is uncertain, and the commission based on the contract amount may only mean a numbers game for the enterprise, without actual Cashing out a salesperson's commission before the cash flows in is at least risky.If the salesperson simply pursues the growth of performance without considering the credit status of customers, and blindly pursues the contract amount without considering the payment, the proportion of bad debts and bad debts of the enterprise will gradually increase. No one will be responsible for this, and the financial status of the enterprise will suffer It is getting worse and worse, and eventually the enterprise cannot operate normally and is struggling.This is certainly an extreme state of affairs, but not without precedent.A state-owned enterprise once had a similar experience. In the era of planned economy, the supply of products was in short supply. delivery.With the prosperity of the market economy, the competition in the industry has intensified, and the company still adopts the contract amount as the commission basis. The consequences can be imagined. There are more than 200 million bad debts on the books. Going back, many of them are without account. It is not applicable to any enterprise or any stage based entirely on the rebate commission.For example, when an enterprise develops an innovative business, it may be more in line with the implementation of the enterprise strategy to use the commission of the contract amount at the initial stage, and when the business becomes mature, it should consider the assessment based on the payment, so in different stages to realize the strategy Targets can flexibly adjust the basis of the commission. The basis of the commission can also vary according to the maturity of the salesperson.For example, for the incentives for new salesmen, due to their limited experience and experience, compared with other jobs, sales are more challenging. Therefore, for novices who have just entered the industry, calculating the commission based on the contract amount may be more effective. Confidence and interest in work.As for experienced salespersons, they already have the quality of a qualified salesperson, that is, they have a relatively high professional maturity. It is more beneficial to the company to use the rebate to accrue, and it will not have a great impact on the individual's incentive effect. (2) Determination of commission ratio.The determination of the commission ratio is also an important and difficult point. If the ratio is set high, the incentive for individuals will increase, but the interests of the enterprise will be relatively reduced; , so that the profit of the enterprise is out of the question.Generally speaking, the big premise is to calculate the operating cost of the company, and determine the distributable profit after ensuring the company's minimum net profit income. In addition, the common commission ratio in the same industry is considered.When the company's product brand advantage is high, the ratio can be appropriately lower, because the dominant factor of personal efforts in sales will be lower than that of general brand companies, and the share of corporate products will be larger, and the gap in commission ratio will be due to sales to make up for the income gap.If it is a start-up company, it can be considered to increase the proportion appropriately within the range that the company can bear, because there is no brand influence in the market, and sales are more realized by the personal ability of the salesperson, and the market share is not large. The total sales volume is not high, and the commission ratio is not high, which will lead to the low income of business personnel, which will lead to an increase in the turnover rate of sales personnel and affect the survival and development of the company. Another difficulty is the determination of the target value. How to set the target value scientifically and reasonably, that is, jump hard enough to get it. For the firm, it is a deadweight loss of residual profit. Direct commission on sales, with no base salary, is the compensation plan that many companies use when they start a business, and many small companies still use this method.A commission-only salesperson means that the only compensation the salesperson receives is a cash commission based on a certain percentage of sales made.Some companies also stipulate that if the sales staff exceed a certain target at the end of the year, they can also get the annual encouragement award, but the expenses incurred during the sales process are basically borne by the sales staff themselves.The benefits of this approach to the company are: (1) For each year's sales, the company can know exactly the cost.Because the company's only sales cost is to draw a certain percentage of commissions based on sales. (2) There is no need to bear the cost of the salesperson who sells less.Most companies advance some money to the new salesperson for sales expenses every month within 3 months. After he achieves sales, the advance money will be deducted from his commission.If the salesperson has not sold the product and received a commission after 3 months, he either pays for it himself and continues to work; or he leaves without resigning from the company. (3) With this scheme, there is no cost to add other salespersons.Because the company only needs to pay some expenses in advance for the first few months, which can be deducted from future commissions, and there is a maximum limit for the expenses that can be paid in advance for the first few months. (4) The company basically does not need any management for sales personnel.In addition to determining their commission ratio, sales area and product price, it is left to its own devices, so there is no need for a lot of management costs. This kind of remuneration plan is beneficial to those who have sales experience or certain customer relationship channels, and the longer they are engaged in sales, the more beneficial they are.However, as this kind of honorarium scheme has been implemented for a long time, problems will be exposed. For example, a company that produces feed adopts a 100% commission plan for all sales staff, and the expenses are borne by themselves.In the first few years of starting a business, due to poor sales performance, some sales staff could not sustain themselves, and were gradually eliminated and left the company automatically.And those salesmen with strong sales ability and outstanding performance are getting bigger and bigger, recruiting several sales assistants in their own sales areas, and actually turning into a sales branch contracted by themselves, and even secretly selling their own products. The fodder of the opponent is also indifferent to some tasks assigned by the company.When the sales manager found that he was selling competitors' products at the same time, he said: "I don't take a penny from the company, what do you care about me selling?" The sales manager has nothing to do with him now, because if he is not allowed to sell the company products, the loss is even greater, and the market in this area is also lost. This phenomenon shows that the plan of only taking commissions has the following disadvantages: (1) Because the salesperson does not get the company's sales support, but relies on his own ability to get kickbacks, so he will not consider the company's interests except for his own sake. (2) The company's management of sales personnel is poor.As the scale of sales completed by salespeople increases, there will be "big customers bullying stores".A paint manufacturer in Henan Province adopted this method of commission for sales, and the sales of two salesmen gradually accounted for 80% of the company's total sales.Due to the decline in market prices, the company's product profits have decreased. At the end of the year, the general manager hoped to lower their commissions. The two salesmen left the company in a fit of rage, and set up a sales company by themselves to sell competitors' products. The business closed down the following year due to sales difficulties. (3) It is not conducive to the cultivation of new sales personnel.The salesperson only cares about getting the commission for himself, and will not guide the new salesperson, and even compete with the new salesperson for customers. If your sales team adopts a 100% commission plan, you have to take advantage of it to make up for its shortcomings. You can take the following measures: One is to continuously increase sales support for sales staff, such as promotional tools and training, as the company's sales volume increases.At the same time, increase communication with the salesperson on the market competition and sales strategy in his region, introduce sales strategy planning plan, sales plan, and sales performance index management. The company should actively help the salesperson to solve the problems in the market and customers. These costs will increase, but it will make the sales staff feel that the sales completed by themselves are inseparable from the company's support and help, and this support and help will promote further sales growth and bring more profits to the company. The second is to timely assign sales assistants to sales staff whose sales scale is expanding rapidly. The remuneration of sales assistants must be paid by the company, and the old sales staff in the area are required to be responsible for training sales assistants.Some companies also stipulate that if the regional sales assistant can't complete the sales task, the regional sales director's year-end commission will be discounted, and if the new salesperson exceeds the sales quota, the director can also get a reward. The third is that for the sales staff of overseas offices, when the sales reach a certain amount, external financial personnel can be assigned to be responsible for regional loan accounts, and the salary will be paid by the company's financial department. The 100% commission plan is easier to implement, operate and control the sales staff when the company's market prospects are promising and sales continue to increase.But once the market competition is fierce, product prices drop, and sales decline, because there is no new sales, according to this plan, it is impossible for new salesmen to join and "survive", while old salesmen will lose energy as they grow older. It is the aging of confidence, without the enterprising spirit, the company will face the crisis of sluggish sales and "shortage of sales talents".By this time, it may not be entirely a question of honorarium reform. There are two forms of basic salary plus sales commission scheme: one is low basic salary and high commission ratio; the other is high basic salary and low commission ratio.Which form is better? From the perspective of the attractiveness of recruiting salespersons, the first form has a high risk for salespersons, and the cost paid by the company is low, so it is not very attractive to applicants, unless some salespersons have many original customer relationships , and once hired, there will be a lot of sales right away, but unfortunately, this situation is rare.The second form is more attractive to applicants due to the high basic salary, high company cost and low risk of sales staff.Obviously, if there are two companies, A and B, and the basic salary offered by company A is 600 yuan, and the basic salary offered by company B is 2,000 yuan, which company can recruit sales staff with higher quality?Don’t rely on your imagination to think that salespeople are willing to meet challenges, take risks, get less wages, and get more commissions. Before others enter your company, how can you convince them that your company’s products are very easy to sell? When recruiting salespeople, is the pursuit of quantity or quality?If the company thinks that more is better, let it be washed away or cultivated carefully, it can adopt low basic salary and high kickback; if the company insists on recruiting high-quality and experienced sales personnel, and prefers shortage rather than excess, it is best to adopt high basic salary and low kickback.The first form can cause difficulties in the management of the sales force.Because of the low base salary for the sales people, they don't care much about the job, and if the company makes them submit to management and threatens to fire them, they will say, "Fire if you want, just pay this salary, and get something else. Companies can find jobs like this, who cares."In the second form, the basic salary of the salesman is high, and they will cherish this job.The reason is that if you lose this job, it will not be easy to find another company with such a high basic salary, and they will actively cooperate with the company in terms of management. Compared with the first method, the second method costs more to the company. If these salespeople with high basic salaries do not achieve high sales in one year, the company will suffer relatively high losses. This is the second method. Shortcomings. How can the advantages of the two programs be combined?The tiered design of the base salary can solve this problem.The company can divide the basic salary into several levels, as shown in Table 11-5. For the recruited salesperson, according to his sales experience and skills, determine the level respectively.In this way, the message to the sales staff is: "How much experience and ability do you have, the company will use the basic salary to 'support' you. After entering the company, if you want to get more basic salary, you have to use sales to prove you Ability". In order to increase the challenges of sales staff, some companies stipulate that if a sales staff who has reached a high level and received a high basic salary fails to meet the sales quota for two consecutive years, he will be demoted and his basic salary will be reduced; If you greatly exceed the sales quota, you will quickly reach a high level and enjoy a high basic salary. Many enterprises in our country, especially private enterprises, in the period of entrepreneurial development, most of them adopt a 100% commission plan.Nowadays, many enterprises have reached a certain scale, and the disadvantages of this kind of remuneration plan are becoming more and more serious, which has greatly affected the development of enterprises.With the fierce competition in the market and the slowdown of sales growth, the problem became more prominent, and it was time to change the plan. How to achieve a smooth transition from 100% commission to basic salary plus commission? On the surface, the 100% commission rate is the profit distribution of the company to its sales staff, but the relationship between the company and sales staff is actually equivalent to the relationship between the company and dealers, and the two have become the main body of two different interests.A few years later, those old salesmen at the start-up period became the vested interests of the 100% commission plan and became "mountain tops". When the company wanted to reform this plan, they became the biggest obstacle, and the company could not take the initiative to eliminate these obstacles.Because once these old salesmen "strike", sales will drop sharply, and the company may suffer disaster.The company must carry out the work of "cutting the feudal clan" step by step and step by step. The first job the company has to do is to make these old sales people realize that if this continues, the company will definitely collapse, and if the company goes bankrupt, they will have no money to make any more.No matter from the perspective of their personal future or the development of the company, they must change their roles from entrepreneurial managers to professional managers.The sales manager can also invite external trainers to conduct training to realize the concept transformation and mentality adjustment of the old sales staff. After the sales staff's concept is touched, they can use the name of new products entering the market, adding new sales regions or regional adjustments, etc., to send additional sales assistants to familiarize themselves with customers and local business. Then, each salesperson is required to report the customers he is responsible for and establish a customer database; at the same time, the sales expenses of the salespersons are calculated, and the expenses digested by the salespersons themselves are processed by the financial department, and the total amount of rebates minus the expenses is returned clerk. Finally, introduce the base salary plus commission remuneration plan.This may lead to a reduction in the income of some old salesmen, but at this point, it is a matter of course. During this transition process, sales managers will encounter fierce opposition from individual salesmen and encounter many obstacles. Therefore, before carrying out reforms, they must obtain firm support from their superiors. The sales manager can give an explanation for the reduction in the income of the old salesmen caused by this reform, because the competition is fierce, the market price drops, the profit decreases, the company scale expands, the management cost increases, and the personal income decreases are also inevitable.Of course, if the sales manager introduces a stock option incentive plan and gives these veteran salespeople certain stock options, the problem will be solved. Of course, you should understand that the transition from the 100% commission plan to the base salary plus commission plan actually saves costs for the company.For example, there are two companies A and B; they sell the same product at the same price, and their profit margins are similar. Company A adopts a 100% commission plan, and directly pays 10% of sales to sales staff as commission; Company B pays sales staff basic salary plus 5% commission.Comparing the total expenses paid to employees by each company, after 5 years, if the sales volume of the salesperson doubles, the situation is shown in Table 11-6. In the first year, the salesmen of companies A and B both get 100,000 yuan, the salesmen of company A get 10% of the sales commission of 1 million yuan and get 100,000 yuan, the basic salary of the salesmen of company B is 50,000 yuan plus 5% The sales commission is exactly 100,000 yuan. If company B increases the basic salary of its employees by 5% every year because of the strong sales growth in the region, until the fifth year, the basic salary will reach 60,775 yuan; in the fifth year, the sales staff of company A The total income is 200,000 yuan, which still accounts for 10% of the company's sales. However, Company B only pays the sales staff 160,775 yuan, which only accounts for 8% of the company's total sales. This kind of scheme that increases with the average sales volume of each salesperson of the company and the decline of the company's total expenses is called the buffer remuneration scheme.Under this scenario, the company actually increases its profit margin on sales as the sales force sells more. In terms of the base salary plus commission commission, it is more scientific to adopt a graded design for the basic salary, but what ratio should be used for the commission commission design? Although the "buffer remuneration plan" saves the company's costs, it is unfair that those who sell more actually suffer secretly.How to increase incentives on the commission?This shortcoming can be overcome by adopting an index commission scheme. The index commission plan means that on the basis of the basic basic salary, first determine the quota target completed by each salesman, whoever reaches this target, will be given a fixed bonus, and then according to the percentage of the actual sales completed by the salesman in the sales quota, the percentage will be calculated. Squared, multiplied by the fixed commission number, you get the commission actually earned by the salesperson. For example, there are three salesmen A, B, and C. Their sales quota is 2 million yuan, and the fixed commission for reaching the standard is 100,000 yuan. up to 2.4 million yuan, and the commission actually obtained is shown in Table 11-7. It can be seen that the significance of the index commission plan is that the lower the realized sales volume is than the quota target, the lower your commission rate will be; on the contrary, the greater the actual sales volume exceeds the quota target, the higher your commission rate rate will be. The function of the index commission scheme is to encourage sales staff to exceed quota targets, and indirectly "punish" those who do not fulfill quota targets. A certain percentage of commissions for total sales is also flawed, that is, no distinction is made between the sales of different types of products in different regions in total sales. Considering that the difficulty and workload of selling different products and regions are the same, and the company does not distinguish between sales of different products The emphasis on sales is also different. How can this factor be reflected? These problems can be solved by adding weights.If there are three products, A, B, and C, product A has been sold for several years and has been selling well, and does not require much effort from the sales staff; C is a new product that has just entered the market, and the company hopes that the sales staff can promote this product.If salesman B completes sales of 2 million yuan, product A is 1 million yuan, product B is 500,000 yuan, and product C is 500,000 yuan. The weights of the three products are 80%, 100%, and 120% respectively. Then B can get The commissions are shown in Table 11-8. B can only get 72,250 yuan, because he has a large sales volume of the easy-to-market product A and less sales of the difficult-to-market new product C, so the overall commission has come down. Sales managers can also set different weights for different sales regions, some of which have been sold for many years, and some of which are new regions under development, due to different workloads, reflecting the fairness of commissions for salespeople in different regions. How should a sales manager choose a compensation system?The compensation system can be selected according to the different situations of the enterprise in the market.For example, when an enterprise is in the introduction period and needs to expand the market, it generally hires more pioneering sales personnel. At this time, the remuneration system often chooses the commission system to stimulate the sales personnel to develop the market to the greatest extent.When the company's products have entered a mature stage and the market needs maintenance and management, most companies will employ managerial sales staff, and the compensation system at this time will mostly adopt a salary plus bonus system. It is also possible to decide what type of remuneration system to choose according to the products produced by the enterprise.When the products produced by the enterprise belong to industrial supplies or industrial supplies, the sales method adopted is mostly "push", and most of the sales staff meet with the end users directly. At this time, after-sales service is particularly important. Therefore, when choosing a remuneration system A salary plus commission system or a salary plus commission plus bonus system can be considered, which can not only increase the enthusiasm of sales staff for sales, but also improve the quality of after-sales service.当企业所生产的产品属于日常用品或消费品时，这类产品大多销量大，周转率高，流转速度快，销售人员所采用的便不再以“推”销为主，更多的是使用专业销售的方式，这时可考虑选择纯粹佣金制度或薪水加佣金制度。 此外，销售经理也要注意在各类报酬制度不同收入水平之下，可能使企业获得的边际收入情况如何。从管理方面的观点来看，每种方法所支付1元所产生的边际收入，必须与每一元边际报酬成本相等。如果由多付1元奖金所增加的收入，大于减少1元薪水所降低的收入，则奖金的比例即可增加。但在这种情况下，奖金对收入的影响仍比薪水对收入的影响大。 无论哪一种模式的薪酬设计，薪酬的兑现无疑都是十分重要的一个环节，一些公司薪酬设计得十分合理和科学，但往往忽视了对薪酬兑现环节，而使薪酬的激励效果大打折扣。薪酬兑现环节应新遵循及时兑现和诚信的原则。 1.及时兑现 根据心理学的调查结果，对于员工一次激励的有效期限一般为30天，也就是说，两次激励的时间间隔不应超过这个期限。在管理学上也讲及时激励，激励的效果和效率才最高。而实际操作中，有些公司会因为销售的产品特性和回款周期的不同，兑现的时间也有所不同。如果根据回款提成的公司，如果产品的回款周期较长，短的半年、1年，长的甚至3~5年，有些公司，为了降低公司的运营风险，往往采取货款全部回收，或大部分回收后才实际兑现提成，这种做法对于销售人员而言，绩效的兑现周期过长，而大大降低了激励力度，有些时候甚至会起到负激励的作用。 如何既考核到兑现的及时性，又考核到公司的经营风险，在提成的设计中不妨以应收账款延期扣除利润，根据回款比例兑现提成，同时扣除由于延期回款造成的公司利润损失，这样既达到及时激励销售人员的作用，又有效地降低了公司的呆坏账风险。 2.诚信原则 这里所说的诚信原则，主要是指公司对销售人员的诚信。 有些公司期初制定了销售政策及兑现奖励办法，在期末兑现时由于销售人员业绩明显高于目标值，提成或奖金的数额都比较高，公司因此制定了一些附加政策，导致销售人员的提成门槛提高，从而节省公司利润，这样做从表面上看对公司是有利的，起码从当期利益是有利的，但对于销售人员乃至公司信誉的损害都是非常巨大的，这种损失不只是公司对员工诚信的损失，最终将以未来的低绩效“回报”公司。 销售人员得到合理公平的薪酬，必有利于企业的利益；而一旦销售人员认为其薪酬不合理，必将影响其销售额，因此，在实施销售人员的薪酬制度时，销售经理一定要先对薪酬制度进行预测，然后将其介绍给销售人员，并评价看其是否达到预期目的。 1.薪酬预测 先根据行业的特点及不同销售人员的情况，对薪酬进行预测。通常可通过以下方式对薪酬计划进行预测： (1)考虑有几种可行的方案可供选择。如果问题是佣金的不同水平及奖金的突破点，在计算机内创立电子数据表格就可解决问题。这种桌面预测可以利用历史数据、销售经理对各种影响销售主观因素的预测及销售人员对此种变化的估计三大因素。 (2)成立一个销售人员小组，对计划的运行在桌面上进行监督。在向全体销售人员公布前，桌面系统进行一次预测，决定该计划是否公平、有竞争力、可以理解、符合目标需要、可以在会计系统以及所得数据的支持下运行。 (3)介绍给全体销售人员。在向销售人员介绍薪酬计划时，应说明原因、计划的目标及其给销售人员带来的益处，并积极听取销售人员的意见。任何新的文件如月薪酬报表也应在这种场合进行解释。这种介绍要求销售经理具备变革管理的能力。 2.考察 销售奖酬制度的目的是检验试行或原有的薪酬方案制度是否有效。任何新订或修正的销售人员薪酬方案经过1年或一定时期的试用后，都必须对此制度实施的效果详加分析和考察，以确定是否可以正式实施或有无修正和调整的必要。考察的标准包括以下几个方面： (1)销售人员的绩效。销售人员薪酬方案不同，销售人员的绩效自然有显著的差异。应考察一项薪酬方案实施后，销售人员的销售绩效是提高了还是降低了。 (2)预算销售费用比率及毛利情况。将拟定薪酬方案的预算数字与实际发生值加以比较。如果实际发生值比预算的要大，说明该薪酬方案有问题。要分析原因所在，提出改进建议。 (3)对顾客的影响。如果企业的薪酬方案不是很合理，则常常会出现销售人员怠慢顾客的现象。一项新的薪酬方案实施后，如果客户投诉增加，说明新方案可能存在问题，要分析导致顾客投诉增加的原因，并提出改进建议。 销售经理怎样做才能保证企业的薪酬制度有利于提高销售竞争优势呢？在实施销售报酬制度的过程中，销售经理应做好以下几方面的工作。 1.协商底薪 在许多企业，聘用新销售人员时要协商底薪。协商底薪时，首先，销售经理要注意新进员工的底薪问题，并根据同行业的情况加以调整。其次，销售经理一定要注意公平问题和同工同酬的原则，例如，给一位男性求职者的底薪比女性高，可能会违反法律并引起争议。 2.把工作变动情况通知人力资源管理部门 销售经理在调整销售团队的工作内容或责任时，要及时通知人力资源管理部门，因为这些工作将被重新评价，而且可能改变相应的薪酬等级。 3.建议加薪和提升 销售经理通常会对销售人员加薪和提升提出建议，为此，提供精确的绩效评估具有非常重要的意义。不准确或者带偏见的评估会导致不公平的薪酬决策，其结果可能会导致员工不满、工作绩效降低，引发跳槽，甚至会引起有关歧视的法律争端。 4.帮助销售人员获得合理津贴 销售经理应该对企业所提供的津贴非常熟悉，应该把这方面的信息清楚地传达给应聘者和销售团队的成员。销售经理要帮助销售人员获得合理津贴，即使是对要离职的销售人员。例如，某销售人员工要跳槽时，销售经理应说服企业给予其应得的离职补助，以免此人离职后在外面说不利于企业的话，同时，还可与该离职者保持友好的关系，进一步树立企业的形象。