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By Jerome A. Colletti

An up to date variation of a ebook for revenues managers and for repayment experts. With a brand new specialise in on-line revenues, this entire e-book explains the way to layout and enforce a reimbursement plan that directs, motivates and rewards staff who practice successfully - "regardless" of revenues channels. Telesales and teleweb operations are the quickest growing to be fields in promoting - this publication addresses how you can compensate those new channels. The explosion in net revenues by myself (definitely a "new revenues role") makes this a very solid time for a moment version. incorporated are new rules on how one can compensate revenues aid employees, 50 examples of latest revenues roles and the way they translate into task definitions, and greater than 20 version reimbursement plans. A dual-audience booklet, this moment variation should still entice either salespeople and compensaion professionals.

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Compensating new sales roles: how to design rewards that work in today's selling environment

An up-to-date version of a publication for revenues managers and for repayment experts. With a brand new specialize in on-line revenues, this accomplished publication explains the way to layout and enforce a repayment plan that directs, motivates and rewards staff who practice successfully - "regardless" of revenues channels. Telesales and teleweb operations are the quickest starting to be fields in promoting - this booklet addresses tips to compensate those new channels.

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Extra info for Compensating new sales roles: how to design rewards that work in today's selling environment

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Integration of customer relationship management (CRM) and telechannel applications 174 Figure 7-3. Questionnaire for clarifying telejobs in your company 181 Figure 7-4. The five W's and telejobs 182 Figure 7-5. Using core compensation principles 185 Page xiii Figure 7-6. Role in the customer relationship management process 187 Figure 7-7. Illustration of telemarketing job description 189 Figure 7-8. Telesales incentive plan illustration 194 Figure 7-9. Customer service incentive plan illustration 197 Figure 8-1.

We concluded that after years of frenzied cost cutting, business growth was a top priority at many companies. We predicted that the desire to grow—by creating new market winning new customers, and continuously improving processes to retain current customers—would motivate companies to implement new approaches to sales and customer relationship management. However, we did not expect to see the explosion in the number and type of new sales roles that is occurring today as many companies race to compete for customers through the effective use of the Internet.

2 Anticipating that shareholders would ask these questions and want to see favorable results or actions, boards of directors at a few companies—Compaq and Borders, among others—replaced CEOs who were judged to not have an e-business strategy, to be moving too slowly in the e-business environment, or both. • The May 2000 Selling Power cover story featured Cisco Systems, the undisputed leader in Internet routers. With a market cap of more than $500 billion in 2000, Cisco is viewed as one of the pioneers of e-business.

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