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If you are managing sales compensation, then you know there are several key challenges involved. Companies of every size want to reduce payment errors, ensure faster and more accurate compensation, improve control and increase transparency. However, as volume increases and sales teams grow globally, achieving these goals becomes more and more complicated.

In its Critical Capabilities for Sales Performance Management report, the global research and advisory firm Gartner rightly recommends to assess vendor capabilities against business requirements and conducting an evaluation process that includes a request for proposal (RFP) and proof of concept (POC).

Change is a fact of life in sales organizations. Sales reps come and go, sales channels change, products are added and removed and distribution channels are updated.

Everybody – employees and bosses – gets the most out of clear, measurable performance goals. In the contact center, that means setting KPIs like total interactions, average handle time, CSAT, Net Promotor Score, transfer percentage, and other metrics.

As of the first of January 2018, new corporate accounting standards regarding revenue from contracts are in effect in the United States, as per the Financial Accounting Standards Board’s Accounting Standards Codification 606 (ASC 606). Most of the rest of the world is adopting the same principles through the International Accounting Standards Board’s IFRS 15.

5 Ways to Ensure You Don’t Alienate and Lose Salespeople.

Sales compensation is a world swamped with data. ICM applications must accommodate a wide variety of data from upstream systems, facilitate processing, and deliver results through multiple channels and formats in order to support activities such as territory management, quota setting, modeling, forecasting, commission calculation, and on-demand reporting and analysis.