The classic guide to raising your bottom line with the perfect
compensation strategy—fully revised and updated!
Sales compensation WORKS!
Nothing motivates a sales force better than a
powerful compensation program. And when
your salespeople are motivated, revenue soars. But
how do you design a program ideally suited for your
business strategy and organizational needs? It’s
a delicate balance that makes all the difference
between profit and loss.
More and more sales leaders have turned to Compensating
the Sales Force to help them discover
problems in their present system and create a compensation
program that works best for their needs.
Now, in the second edition of this authoritative,
jargon-free handbook, sales compensation guru
David J. Cichelli brings you completely up to date on
setting target pay, selecting the right performance
measures, and establishing quotas. He supplies
clear guidelines for building the right compensation
plan for any type of firm, of any size, in any
industry, and he offers step-by-step procedures for
implementing each approach.
In Compensating the Sales Force , second edition,
Cichelli has substantially expanded the book’s
popular formula section, and he provides brandnew
examples of:
Income producer plans
Sales rep commission plans
Bonus plans
Incentive plans
Base Salary management plans
The book also includes all-new chapters for global,
complex sales organizations and hard-to-compensate
sales jobs.
Using the lessons in Compensating the Sales Force ,
you’ll construct and calculate accurate formulas for
payout purposes and establish highly efficient support
programs, such as sales crediting and account
assignment.
Complete with dozens of real-world examples that
illustrate important points and demonstrate specific
techniques and procedures, Compensating
the Sales Force provides all the tools you need to
design and implement a sales compensation plan
that maximizes profits—and keeps them climbing.
With brand-new chapters on GLOBAL SALES TEAMS amd COMPLEX SALES ORGANIZATIONS!
Praise for the first edition of Compensating the Sales Force :
“If your company is refocusing its efforts on sales revenue
enhancement, you must read this book. If you want motivated
salespeople and superior sales results, act on its content.”
Noel Capon, R. C. Kopf Professor of International Marketing,
Chair of Marketing Division, Graduate School of Business, Columbia University
“This book provides great guidance for any business leader who wants to capitalize on sales
compensation as a tool for driving business results.”
Rick Justice, Executive Vice President, Worldwide Operations and
Business Development, Cisco Systems
“Dave Cichelli is the premiere sales compensation educator today. You will immediately find
this work informative, helpful, [and] thought-provoking.”
Mark Englizian, former Director of Global Compensation, Microsoft Corporation

zlib/no-category/大卫·西克海利 & chenjin5.com/销售团队薪酬激励设计与实施_18502749.mobi

Compensating the Sales Force: A Practical Guide to Designing Winning Sales Reward Programs, Second Edition

(美)大卫. 西克海利著 ; 信任译; 西克海利; 信任

西克海利 (Cichelli, David)

by David J. Cichelli

China Industry & Commerce Associated Press

McGraw-Hill School Education Group

Irwin Professional Publishing

Stationery Office Books

The Stationery Office

北京:中华工商联合出版社

Oracle Press

McGraw Hill

McGraw Hill LLC Professional Division, New York, 2010

2nd ed., fully rev. and expanded, New York, ©2010

United Kingdom and Ireland, United Kingdom

2nd ed., New York, New York State, 2010

United States, United States of America

China, People's Republic, China

Xiu ding ban, Beijing, 2016

2nd Edition, PS, 2010

Includes bibliographical references and index.

Bookmarks: p1 (p2): 第一章 为何要进行销售团队的薪酬设计
p1-1 (p2): 销售团队的职责
p1-2 (p3): 为何销售团队薪酬设计是有效的
p1-3 (p4): 销售团队薪酬设计的力量
p1-4 (p6): 工作内容：销售薪酬设计的依据
p1-5 (p7): 销售工作与销售流程
p1-6 (p9): 薪酬设计的目的：为诉求点买单
p1-7 (p10): 销售团队的淘汰与销售薪酬
p1-8 (p11): 客户关系管理的影响
p2 (p14): 第二章 销售团队薪酬设计的基础
p2-1 (p14): 可变薪酬模型
p2-2 (p18): 独立创收者与销售代表
p2-3 (p20): 关于销售团队薪酬设计的概念
p2-4 (p21): 面向销售代表的销售团队薪酬设计要素
p3 (p37): 第三章 销售团队薪酬设计方案的所有权
p3-1 (p37): 销售薪酬方案问责机制
p3-2 (p39): 方案职责的划分——大型销售组织
p3-3 (p40): 薪酬设计委员会
p3-4 (p42): 流程经理
p4 (p44): 第四章 工作内容会驱动销售薪酬设计
p4-1 (p44): 工作内容驱动销售薪酬设计
p4-2 (p45): 销售工作的构成
p4-3 (p49): 销售职位类型介绍
p4-4 (p55): 职位级别
p4-5 (p56): 职位设计的错误
p4-6 (p58): 由职位类型看销售薪酬实践
p5 (p60): 第五章 公式类型
p5-1 (p60): 用坐标图来说明薪酬计算公式
p5-2 (p61): 两大类销售人员
p5-3 (p62): 单位费率方案
p5-4 (p67): 单位费率方案小结
p5-5 (p68): 目标付酬激励方案：TI—佣金与奖金
p5-6 (p69): 目标付酬计算工具：TI—佣金与奖金
p5-7 (p82): 关联方案设计
p5-8 (p89): 在区域规模不等时提供平等的收入机会
p5-9 (p90): 奖金方案
p5-10 (p99): 奖金——计算依据
p5-11 (p100): 特殊设计
p5-12 (p108): 附加方案
p5-13 (p108): 底薪
p6 (p114): 第六章 公式构建
p6-1 (p114): 销售薪酬计算公式基础
p6-2 (p116): 创建独立创收者的经济学原理
p6-3 (p119): 关于独立创收者佣金比率的前瞻思考
p6-4 (p122): 建立销售代表的薪酬公式
p6-5 (p126): 公式构建工作表
p7 (p142): 第七章 辅助项目：销售区域、配额与积分
p7-1 (p142): 销售区域的配置
p7-2 (p143): 销售区域的有效配置
p7-3 (p145): 年中销售区域的调整
p7-4 (p146): 销售薪酬政策与销售区域的调整
p7-5 (p147): 防止客户分配的滥用
p7-6 (p147): 配额管理
p7-7 (p150): 配额分配中的特殊问题
p7-8 (p152): 年中配额调整
p7-9 (p153): 销售积分
p8 (p160): 第八章 难以计算薪酬的销售职位
p8-1 (p160): 渠道销售代表
p8-2 (p161): 销售周期长的巨额订单销售人员
p8-3 (p162): 业务拓展——规格销售人员
p8-4 (p163): 战略大客户经理
p8-5 (p164): 临时业务团队
p8-6 (p164): 新客户销售人员
p8-7 (p165): 客户经理
p8-8 (p166): 交叉覆盖专家
p8-9 (p167): 新聘员工
p8-10 (p168): 分支经理
p8-11 (p168): 内部客户经理
p8-12 (p169): 销售与服务交付人员
p8-13 (p169): 产品专员
p9 (p173): 第九章 复杂销售组织的薪酬管理
p9-1 (p173): 复杂的销售组织示例
p9-2 (p177): 销售人员薪酬设计面临的挑战
p9-3 (p178): 理想的销售人员薪酬方案
p9-4 (p179): 复杂销售实体的销售薪酬规则
p10 (p184): 第十章 全球销售薪酬管理
p10-1 (p184): 国际主义与全球主义的理念
p10-2 (p186): 销售薪酬——本地化解决方案
p10-3 (p187): 全球销售组织的类型
p10-4 (p189): 全球性触发条件
p10-5 (p190): 全球销售薪酬解决方案
p10-6 (p192): 全球销售薪酬实践的趋势
p11 (p196): 第十一章 管理
p11-1 (p196): 管理的组成部分
p11-2 (p204): 如何避免不必要的管理负担
p12 (p208): 第十二章 实施与沟通
p12-1 (p208): 实施
p12-2 (p209): 转变与过渡方法
p12-3 (p210): 转换方式：最佳实践方法
p12-4 (p211): 实施时间表
p12-5 (p211): 沟通
p12-6 (p217): 方案更新与意见建议
p12-7 (p217): 今年没有变化
p13 (p220): 第十三章 项目评估
p13-1 (p220): 战略一致性
p13-2 (p222): 激励员工
p13-3 (p223): 最佳实践差异
p13-4 (p224): 投资回报率
p13-5 (p225): 项目管理
p13-6 (p225): 常见销售薪酬问题
p14 (p228): 第十四章 销售薪酬的设计
p14-1 (p228): 销售薪酬设计流程
p14-2 (p229): 销售薪酬设计的十大步骤
p15 (p235): 结束语 销售团队薪酬激励与制度设计
p16 (p237): 附录A 销售薪酬方案示例

Why sales compensation?
Sales compensation fundamentals
Who own sales compensation?
Why job content drives sales compensation design
Formula types
Formula construction
Difficult to compensate sales jobs
Compensating the complex sales organization
Global sales compensation
Administration
Implementation and communication
Program assessment
Sales compensation design.

An updated and expanded edition of the leading manual on sales-force compensation includes new chapters on compensation strategies for complex sales organizations and global teams, as well as an expansion of the section on formulas.

本书通过展示如何构建有效的销售团队薪酬规划, 帮助读者对其认识更上一层楼.内容包括: 为何要进行销售团队的薪酬设计, 销售团队薪酬设计的基础, 销售团队薪酬设计方案的所有权, 工作内容会驱动销售薪酬设计等

2021-12-24