How business teams develop effective compensation incentive systems

Why do many business leaders do not care about team performance? Why is the proposed salary system not motivating employees? Why are my business colleagues not in close contact with superiors and subordinates? Why do leaders crowd out excellent business colleagues? Why do business leaders cover poor business colleagues? There is only one reason: there is a problem with salary incentives.

Let's start with our business colleagues. For business colleagues, whether it is a salesman, Business Director, Business Manager, Business Director, Business General Manager, Business Vice President, pay special attention to the following important principles:

First, low and high principles

That is, the basic reward is low, and the performance is high.

Basic compensation refers to his basic treatment. A performance score is a reward for the company's performance.

Many people say that I cannot recruit people because of low basic payment, which is very difficult to recruit. In fact, it is not very difficult, but it is easy to filter out people you don't want. It is not that you cannot recruit people, but that you don't want people directly, isn't it time and effort-saving!

It is too difficult for you to recruit low-paying employees. Give you an important suggestion: a medium level at most. Assume that the minimum reward for business personnel in the region and industry is 1000 yuan, and the maximum reward is 2000 Yuan. You can pay a maximum of 1500 yuan. Therefore, the performance improvement should be high. The compensation system determines the focus and behavior of employees. That is to say, the basic compensation can be low in the industry in the region, not exceeding the medium level. The performance commission can be higher in the industry in the region, the minimum is not lower than the moderate level. In this way, the focus and actions of the team are focused on performance results rather than basic compensation.

Second, tiered upgrading/downgrading

Assume that in your company, the percentage of his/her business colleagues to his/her commissions varies depending on their performance. For example, if a salesman makes a 0.1 million yuan performance commission of 5% yuan, it would be better to make a 0.2 million yuan profit. 0.2 million yuan we can give him 7%, 0.3 million yuan can give him 9%, when more than 0.3 million yuan plus 1%. If he wants to make 0.28 million yuan, he will want to make 0.3 million yuan. When he wants to make 0.295 million yuan, the difference between 5000 yuan and 0.3 million yuan will reach yuan, and the performance will end on the end of the month, he could not really develop the customer. Maybe he could pay 5000 yuan and make up 0.3 million yuan of performance. He sold the product early next week. -- He thought, it was my hard-earned money, and I had to sell it.

Therefore, the "more higher the principle" is required: When you do more performance, the higher the achievements I give you; the less the opposite, the lower the performance. 0.1 million yuan is 5%, 50 thousand yuan is 3%, 20 thousand yuan is 2%, 10 thousand yuan is 1%. Your zero-performance percentage is 0%, even if zero-performance is not 0%, it is 100%. It is still zero.

Even if the Commission is higher, the performance is equal to zero.

Some people say that he has less performance, and you have reduced the percentage of Commission. Isn't he willing to quit? If he makes a 30 thousand RMB 20 thousand yuan deal, he doesn't do it anymore. If he does it again, he will not let him do whatever he wants.

Third, bundling up and down interests

In your company, the superiors of business colleagues include business managers, business directors, and business general managers. How do you evaluate the performance of these people? Why do business leaders not care about team performance? Because the rewards of business leaders do not directly correspond to the performance of the team.

Assuming that the reward of a business leader is based on the "Total Commission" of the business team, the reward is very powerful. This is the key and secret that will fill your business manager, business director, and business general manager with motivation, performance, and fighting power.

Assume that your company's business manager has 30 sales staff, so well-performing sales staff may receive 10 thousand yuan, 20 thousand yuan or even 30 thousand yuan this month; generally, they have received 3, five thousand yuan and 7000 or 8000 yuan; the cost is 2000 yuan, 1000 yuan, and 500 yuan. The cost of doing worse is zero. In addition, the 30 sales staff received a Commission of about 0.3 million yuan. For example, if the Commission is 10% yuan, the business manager can get 30 thousand yuan, and 15% yuan can get 45 thousand yuan. Therefore, the business manager will desperately help the clerk to earn a commission on performance.

To make money, you must select a business manager. to make money, you must select business colleagues. From bottom up, from top down, their interests are on the same line, they will be one mind. What is a good system? Let good people stay firmly, find the value and happiness of good people, and have the power to continue doing good people. Let the bad guys go out and feel that there is no value to stay, it is a kind of pain, let it give up automatically.