Between 2010 and 2013, the greatest emphasis of sales force change was in the area of compensation and quota setting. That’s according to Mark Donnolo, founder of The SalesGlobe, a sales consulting group in Atlanta. During those two years, in over 100 large companies that participated in his research, almost every vice president of sales was focused on addressing the issues of compensation and quota setting for the next year.
Quotas and compensation plans are great drivers of change. A good compensation plan can change the behavior of an entire sales force. But in most cases, compensation plans and the quotas on which they are based are designed with one purpose in mind - to make the supplier/vendor more profitable.
As I wrote in my last post, Zig Ziglar famously said that if you help enough other people get what they want, you will get what you want. If you help the customer meet his or her needs, you have a much better chance of having your own needs met. Therefore, making your customer’s bottom line your goal is the key to closing sales.
That leads us to the problem with many sales quotas: they’re set for the wrong reasons by the wrong people