Motivating remuneration in sales

Success factors for performance-related sales remuneration

This training is held in German.
Conventional variable remuneration systems are less and less successful in aligning sales employees with the company's important and sustainable goals and motivating them to perform with commitment. Even cosmetic changes to the existing remuneration model do not usually lead to success. A radical switch to new remuneration concepts is the solution here. In this training, you will learn how to successfully implement the changeover to a performance-based and motivating remuneration system.

Contents

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

Learning environment

In your online learning environment, you will find useful information, downloads and extra services for this qualification measure after you have registered.

Your benefit

You will learn from Dr. Kieser, a professional for modern sales remuneration,

  • how to increase sales credit with the help of modern remuneration,
  • how to manage and lead with remuneration,
  • how to integrate the back office (sales, marketing, product management, service, etc.) into variable remuneration systems,
  • how modern sales remuneration leads to fair employee remuneration that is free from randomness,
  • how contribution margin-oriented remuneration systems work,
  • how remuneration models can be designed in an "exciting" way that makes extra work worthwhile,
  • where the correct variable income components are located.

Participants are familiarized with the development of a motivating remuneration system for field and office staff. The essential features of modern remuneration systems in sales are conveyed and it is shown how to proceed in order to win employees over to the new remuneration system. Significant limits and possibilities under labor law are highlighted.

Methods

Practice-oriented training with exercises, discussion of case studies, work aids/checklists, trainer input, discussion and exchange of experience.

Recommended for

Entrepreneurs, managing directors, sales managers, sales managers and marketing managers, managers from sales, accounting and controlling.

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Further recommendations for "Motivating remuneration in sales"

Attendees comments

"The trainer responded very well to the individual needs of the participants."

Georg Hasse
secunet Security Networks AG

Seminar evaluation for "Motivating remuneration in sales"

4.6 from 5
with 30 ratings
training content:
4.6
Content comprehensibility:
4.8
Practical relevance:
4.6
Trainer expertise:
4.9
Participant orientation:
4.7
Method variety:
4.3

Variable remuneration in sales - training

Performance-related remuneration in sales today is much more demanding than in the days of traditional commission. Variable remuneration in sales integrates employees into differentiated (operational and strategic) targets. As a result, remuneration in sales has developed into an extended management and control instrument. In addition, the training "Motivating remuneration in sales" shows how variable remuneration can be designed to be highly motivating, so that employees find it much more worthwhile to perform better.

The training shows how commissions are being replaced by target bonuses: almost 50% of sales representatives are now remunerated exclusively with target bonuses in addition to their fixed salary. This is an instrument through which the company can communicate in a much more differentiated way which priorities the employee should set in his work.

Furthermore, the training "Motivational remuneration in sales" shows how office staff can also be integrated into the remuneration system and be remunerated in a motivating way. However, the focus of variable remuneration in sales is not solely on the aspect of leadership and management, but the training "Motivational remuneration in sales" makes it clear that the curve of variable remuneration is extremely steep, both "upwards" and "downwards". Studies have repeatedly shown that companies that manage and remunerate their employees in a target-oriented manner not only achieve better growth rates, but also better returns on sales.

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04.09.2025
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