Change with Impact

Sales force performance management

Create an infrastructure that drives the desired sales performance

The art of designing a KPI and incentive structure which both drives sales performance and job engagement is complex and much too often underestimated.

Sales force performance management

Lacking sales performance as a result of an inadequate KPI and incentive structure is typically due to a lack of real knowledge about what drives sales results.

In many cases, it is, furthermore, necessary to work with balancing between short-term and long-term objectives and individual and collective objectives as well as to design the structure so that it includes the right combination of metrics that ensure focus on both result and performance objectives. Once the design is in place, it is crucial that measurements and results are made visible and are used by sales management in a manner that generates motivation rather than frustration.

We help design and implement an infrastructure and a measurement system that not only increases sales performance, but also enhances motivation, satisfaction and job engagement among the sales force.

How can a new customer dialogue increase sales significantly? Watch the video. 

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Featured clients

Maersk Line
Global Sales Transformation
Maersk Line is fundamentally changing the conversation with its customers as a key enabler in producing top-tier performance in a tough market. Maersk Line divisions all over the world have already noted behavioural changes in key areas. Several improved business impact cases, where both customers and Maersk Line realised more value, have been documented.
Volvo Group
Optimal pricing through clear segmentation
Volvo Group aims at optimising the profit in the after-sales market while balancing the structural changes of a global company. Implement Consulting Group has developed a global pricing and segmentation model to release Volvo’s profit potential in the after-sales market.
Maersk Line
Opening up a new route to the high end
Maersk launched the Daily Maersk service in 2011 to change the rules of the game in the highly conservative shipping industry. The new business model was designed to tackle three fundamental industry challenges: unreliability, environmental impact and complex services.