Surgesoft held it's latest webinar entitled, "Why Excel is Not Excellent" recently (February 23). Below is an excerpts from that session.

This video explains why Excel, by Microsoft, and other similar spreadsheet applications are issufficent tools for administering sales compensations

More clips from this webinar will be available in this blog space soon or go to our website to download this webinar in it's entirety.

Also, don't forget to sign up for Surgesoft's next best-practice to learn how to Get Your Sales Force Back on Track.

By: Chris Mason, V.P. Sales, Surgesoft

It is easy to speak to value in abstract terms but how does one turn that knowledge into action? How do you make a decision to move forward with a compensation initiative with all the executives on the same page? You need to build a value proposition that is easy to translate in action. It is easy to talk about improved process but the easy path to going back to business as usual is alluring however, we are what our habits tell us we are. In order to move beyond average into excellence, your processes have to be constantly improved and compensation is the easiest place to start.

There are 3 components to a value proposition (sales commission automation):

• Capabilities
• Provides the WHEN & WHY for prospects to automate their comp system
• Drives the sales process ensuring highly motivated reps throughout the year
• Provides competitive advantage through data analytics for making quick changes to the comp plans
• Impact
• Accelerate sales and reduce employee turnover
• Gain audit capabilities for compliance purposes
• Increased revenues and higher profitability
• Costs
• Reduce I.T. administration
• Improve accuracy and shorten pay cycle
• Lower turnover

What is value? We all basically know what value is but if you rely on established business models and older technologies after there have been significant innovations in the marketplace, you are using value-inhibiting behaviors. The standard way to view value is: Benefits – Costs=VALUE

• What Benefits?
• Value improvement that automation brings
• Alignment in overall strategy
• Visibility for the reps and management in the sales data
• Decrease overpayments and improved process
• What Costs?
• All costs associated with a new solution
• Annual subscription costs
• Implementation
• Plan Design and audit

You need to find the impact in order to move on this makeover. In order to find the true impact of your compensation process, look at both the strong and weak areas.

Items to analyze

• Error rates
• Turnover
• Sales Effectiveness
• Payouts Speed
• Audit capabilities
• Reporting to the field and executives
• Access and visibility
• Integration with disparate systems
• Communication to the field
• Time Savings for Administration
• Plan Complexity and understanding

Once you have this information you can begin to see the forest through the trees, and hopefully help the executive team see the light as well.

By: David Johnston, President, Surgesoft

The concept of Sales 2.0 being the future of selling is fraught with a number of unresolved issues and tenets that while not nullifying its influence, certainly add caveats to the claim. To quote Selling Power magazine, Sales 2.0 will bring "productivity-enhancing technologies that transform selling from an art to a science". In no way do I deny the positive impact that customer-focused technologies will have on the selling process, I do believe that their adoption and ability to influence buying decisions will take time and require structural changes in the relationships between buyers and sellers.

In particular, the current "gate-keeping" accountability of many procurement departments are limiting the potential for Sales 2.0 to accelerate, collaborate or align the buying/selling processes. While it might reduce time to respond to requests or produce quotes, the rendering of even small to medium corporate purchases into the RFP process will reduce the efficiency of the sales effort and continue to increase the sales cycle.

Technology is, and will continue to have, a dramatic impact on the sales environment. It must however be an enabler for performing salespeople with good sales management and strong customer relationships. Providing only a software solution without the infrastructure support of the selling organization, willing and engaged customers and sales processes that facilitate the use of the technology will not result in sustained performance improvement. I welcome your thoughts.

By: David Johnston, President, Surgesoft

The concept of Sales 2.0 being the future of selling is fraught with a number of unresolved issues and tenets that while not nullifying its influence, certainly add caveats to the claim. To quote Selling Power magazine, Sales 2.0 will bring "productivity-enhancing technologies that transform selling from an art to a science". In no way do I deny the positive impact that customer-focused technologies will have on the selling process, I do believe that their adoption and ability to influence buying decisions will take time and require structural changes in the relationships between buyers and sellers.

In particular, the current "gate-keeping" accountability of many procurement departments are limiting the potential for Sales 2.0 to accelerate, collaborate or align the buying/selling processes. While it might reduce time to respond to requests or produce quotes, the rendering of even small to medium corporate purchases into the RFP process will reduce the efficiency of the sales effort and continue to increase the sales cycle.

Technology is, and will continue to have, a dramatic impact on the sales environment. It must however be an enabler for performing salespeople with good sales management and strong customer relationships. Providing only a software solution without the infrastructure support of the selling organization, willing and engaged customers and sales processes that facilitate the use of the technology will not result in sustained performance improvement. I welcome your thoughts.