Compensation Transformation

Compensation Transformation

CHALLENGE
A leader in the food and beverage software industry underwent a strategic transformation of its sales and services organization in order to increase sales growth. After acquiring a handful of companies over the years, the company needed to define and develop cohesive business cases for key routes to market, optimize its sales force, and design a set of consistent sales compensation plans.

SOLUTION
After evaluating the company’s sales force structure and several route-to-market options along key customer dimensions—including industry, size and sales process complexity—ZS designed a new sales process, adding various types of sales support and outlining coordination processes and responsibilities. Then we developed a sales engagement model based on three primary routes to market, including sales processes and detailed activities and responsibilities for each distinct route. We also optimized the company’s sales force structure—including reporting relationships and sizing recommendations—based on executive forecasts and sales effort models, and redesigned the sales compensation plans to motivate the sales force and provide spending variability for business units.

THE ZS IMPACT
ZS helped improve sales force effectiveness by realigning sales resources along key routes to market while designing and implementing a consistent sales process. By simplifying compensation metrics and eliminating historic merger inconsistencies, the company reduced administrative burden and increased the sales comp plan’s effectiveness. Lastly, ZS helped the company enhance goal alignment, plan fairness and pay-for-performance results.