But reps need to do both where it’s best for the customer and company. Not every rep should be involved in chasing down invoices. Not every customer should ‘stay’ with a rep.
#BUILD A LOT 2 FOR FREE FULL#
How can you spend any time on a $5,000 ACV customer if you only make $500? And, seriously, why would you even follow-up with a smaller potential lead unless you were 90%+ sure it would close in 1-2 calls? A full demo? Sorry, I don’t have time, ma’am. The problem is if you only pay a rep 8-10% of a deal, and then the rep goes away the second the contact is EchoSigned … it’s too much of a sales factory. And if the quota is too hard to hit, and you don’t believe you can hit it … you don’t really try … If you’re mediocre and make a decent base, you just stay. Here were all the problems a Traditional Sales Comp plan created: But it turned out to be a dismal failure for us. This sounded OK - not great, but OK - to me. Which is certainly true once you get into the Fortune 500. An important one, but ultimately a cost of doing sales and business.
![build a lot 2 for free build a lot 2 for free](https://www.doublegames.com/images/screenshots/build-a-lot_2_big.jpg)
Lots of little programs to incentivize desired behavior.
![build a lot 2 for free build a lot 2 for free](http://static.mobyware.org/data/programs/images/Build-a-Lot-2-Town-of-the-Year-for-iPad-FREE_1_programView.jpg)
Then at Adobe Sign / EchoSign I had some good - and painful - learnings. But I did all the sales myself, and stupidly, had no sales comp plan at all. I sold $6m our first year (man, that sounds good looking back on it). In my first start-up, yes, I sold to the enterprise. I’m not ashamed to admit that when I set up our first SaaS sales comp plan, I had no idea what I was doing.