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What is the right percent of revenue to allocate for sales incentives?

Posted by www.makanasolutions.com Admin on Thu, Feb 19, 2009 @ 03:36 PM
  
  
  
This question has come up repeatedly lately. I wish there was a magic answer because I know everyone really wants me to say x% and be done. Unfortunately, like so many other comp questions, the answer tends to end up "it depends." So I've decided to write about how to figure it out for your company.

For starters, I am actually talking about the total amount of incentive costs for all positions including overlays such as managers and supporting roles. It is important to include all job roles on incentive as way too many companies end up with a major unexpected expense when they don't examine the full cost.

With this understanding as a backdrop, at a high-level, it is a balance between what you can afford and what you need to pay to attract and retain talent. What you can afford will sort itself out in the company budgeting process and depends on the general profitability of your products. You need to attract and retain talent depends on the market from which you draw talent. This information is best found through a variety of sources of benchmark data. (See my last blog for more information on this topic.)

Meanwhile, just to see how variable it is for small businesses we are working with, we recently performed a survey and here are the results. So, when I usually say "On average, it's about 10%" I can point to some real supporting data.


In the interest of getting it right, what is the % of revenue you allocate for sales incentives?

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COMMENTS

You would think from a P&L/budgeting/finance perspective most clients would be interested in working to an ideal number instead of from one. That is clients would use their own sales, costs and pricing models to determine ranges of what's affordable as opposed to simply plugging in an industry average. The latter of which could present all kind of problems, especially among small businesses whose SGA, COGS and pricing is a lot more dynamic. 
 
 
 
I think, while ABSOLUTELY useful, using benchmarks as inputs is much more appropriate for larger firms whose overall model, capital structure and customer base are similar vis-a-vis their competitors. 
 
 
 
Kerek Taylor 
 
cariboucrossing.blogspot.com

posted @ Tuesday, February 24, 2009 1:43 PM by Kerek Taylor


Kerek 
I’m not sure if there is some confusion about the blog entry above, but we are not advocating using a benchmark for setting the budget for incentive comp. The ability to pay is definitely determined though the P&L/budgeting process. We have included our survey results just to show what other companies have done. 
 
We do suggest that benchmark data should be used to determine target total comp, mix and leverage.  
-Liz

posted @ Monday, March 02, 2009 7:20 AM by Thereasa Fullmer


The article and the graph don't agree on terminology, making any interpretation imprecise. In the article you reference allocation of revenue for 'sales incentives', which as a comp professional I would take to mean variable pay, not base. The graph is headed "Sales Compensation" which I would take to mean total cash delivered, including base and incentives. What did you mean, and more impportantly what did you ask companies to report?

posted @ Friday, December 10, 2010 12:46 PM by Jay Edelman


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