Motivating remuneration in sales

New remuneration concepts as a competitive advantage

Remuneration as a management and control instrument

Motivation through well-designed remuneration systems

Traditional remuneration systems have lasting deficits

• More power is not worth it.
• Neglect of important sales targets.
• No team orientation.
• Unfair remuneration.
• Incorrect variable income components.
• Neglect of income and costs.

Success factor 1: Effective remuneration requires tangible variable components

• Labor law aspects.
• Usual variable income components (statistical values).

Success factor 2: Compensation of income and costs

• The contribution margin in field and office sales.
• Management of employees via contribution margins.

Success factor 3: The remuneration of several performance criteria

• Operational criteria in the remuneration system.
• Strategic criteria in the remuneration system.

Success factor 4: Target bonuses instead of commissions

• Turn company goals into employee goals.
• Alternative remuneration models with target bonuses.

Success factor 5: Exciting versus boring remuneration

• Additional performance must be worthwhile for employees.
• Variants of an exciting remuneration process.

Success factor 6: Remuneration of "soft" performance criteria

• Promote employee skills and behavior.
• Self-assessment and external assessment.

Success factor 7: Team-oriented remuneration approaches

• The involvement of office staff, call centers, etc.
• The involvement of managers in sales.

The changeover to a new remuneration system

Aspects of collective bargaining law

Supplementary contracts and company agreement

Case studies