Sales compensation
Make sales compensation a sales performance tool
Compensation that integrates your strategic, organizational, technical and cultural specificities. Find out more about our expertise in Sales Compensation or get in touch with our experts.
+More than 3,500 companies place their trust in us
Understanding your challenges
How can variable remuneration for sales staff be used as a tool to motivate and mobilize employees around the company's growth objectives?
How can we make it an ultra-positive tool for sales managers, one that helps them achieve their objectives?
How can we create a system that is sustainable in terms of principles and structure, yet easily adaptable to new objectives?
The benefits of a
strategy
Visibility:
Give your employees a clear understanding of their role.
Our support methodology aligns the sales force compensation strategy with the company's specific needs, turning it into a genuine management tool.
Fairness:
Classify each job using an objective, proven method.
Variable compensation for sales staff is repositioned in its strategic role, serving the development project.
Efficiency:
Base your salary decisions on structured data.
Involving sales managers in the diagnosis, recommendations and implementation phases is a key factor in the success of the change.
Steps for setting up compensation packages for your sales force
Rethink your sales rewards with a proven 4-step method: diagnosis, recommendations, implementation and manager training. MCR Rewards helps you build a fair, clear and motivating system, in line with your growth objectives.
Step 1
Diagnosis and recommendations
After an initial Diagnostic phase, our Recommendations integrate 5 complementary dimensions for the company: Strategic, Organizational, Technical, Human and Cultural.
Step 2
Implementation
Following the company's recommendations and choices, the Implementation stage enables final choices to be made following a Simulation phase on the various possible scenarios (Objectives and Envelopes). These simulations are a major asset for Change Communication.
Step 3
Deployment
Deployment support is then tailored to the specific needs of each company.
Step 4
Manager training
Training sales managers is the first step in this deployment process, enabling them to manage change situations as effectively as possible.
Key figures
70%
more committed and motivated salespeople
"When I was looking for a consultant to help me overhaul the compensation system for my 200 salespeople, I contacted my professional network and a sales manager friend of mine said; "Call MCR, they're the best". It's true, they're pros!"
Fabienne Petit
Business Development, Novalis Taitbout Group
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Why choose
MCR Rewards
Our mission is to provide tailor-made solutions for the sustainable growth of companies and their employees.
45% of sales staff
feel that their salary is in line with their skills and experience.
On the other hand, 30% consider their remuneration to be inadequate, mainly due to a variable portion that is deemed too low. (survey conducted by Page Group)
60% of sales staff
receive variable compensation.
This variable component can represent 20% to 50% of the total salary, depending on the sector of activity, the level of seniority and, of course, individual performance. (According to an Apec survey in 2022)
Optimization
salary reviews with a solid, objective basis.
6 out of 10 companies will favor the publication of salary ranges in job offers (Study carried out by the YouGov institute for PageGroup in July 2024).
Do you have any questions?
The answers can be found here.
Is the variable component the essential element in salespeople's remuneration?
Variable pay for sales staff is a motivating factor if the fixed salary is not a source of demotivation. So it's the total salary (fixed + variable) that needs to be taken into account to ensure the overall motivation of the sales force.
Is it better to have a high or medium variable portion for your sales force?
Of course, it all depends on the business, the length of the sales cycle, the salesperson's individual impact on the sale, etc... What is certain is that variable pay is for Performance, and that Competence must be remunerated by a fixed salary.
Is it possible to have high-performance sales teams without a variable part in their remuneration?
Anything is possible, and in some professions it's not easy to calculate a variable component based on sales performance. However, eliminating variable pay from the sales force presents major risks for the majority of companies, in particular the risk of driving the best sales people away to competitors, where they believe they can benefit from a higher overall salary thanks to a high variable pay component.