Core Conclusion: domestic trade sales royalty program is the easiest to step on the pit is "no penalty": fixed base salary plus linear royalty, the salesman will take back the amount of money risk swap orders, bad debts will eventually be paid by the factory.The structure that can be landed is to do four things together: calculate the royalty base according to the actual return, jump the stairs according to the cumulative return, joint and several bad debts (royalty recovery or risk fund provision), and maintain a separate low-grade royalty for old customers.Four design points each account for a quarter of the weight of the scheme, and the lack of one will deform.
, royalty base: according to the payment, not according to the order
Domestic trade credit sales are common, and there is a gap of 30 to 90 days between signing and collecting, and some industries are longer.The rational choice of the salesperson is to accept the order with closed eyes: whether the customer qualification is good or not, and whether he can pay on time are not his concerns.Change the royalty base to the actual payback amount, and the situation is immediately reversed - he will take the initiative to pick up the customer, call back the payment, and alert the police in advance when the customer's payment terms deteriorate.There are three landing calibres: the commission calculation point is based on the actual arrival of finance; the prepayment part is provisioned in advance according to the proportion of arrival; the part of the final payment that has not arrived is suspended and reissued the next month after arrival.
is accompanied by the price increase order caliber: the commission should be calculated according to the gross profit caliber of "actual return minus the agreed floor price and approval discount", not the invoiced price.Otherwise, the salesperson will take the discount to change the signature and turn the company's profit into personal performance.
II. Step Grades: According to the accumulated jump, and applies to
for the whole period| Quarterly Cumulative Payback | Commission Gear | Design Instructions |
|---|---|---|
| Less than 500,000 yuan | 1% of gross profit | Qbasic file, covering the basic incentives of the new customer development period |
| 500,000 to 1.2 million yuan | 1.5% of gross profit | main gear, most salesmen stop at this gear throughout the year |
| 1.2 million to 2 million yuan | 2% of gross profit | sprint, encourage large orders and repurchase |
| more than 2 million yuan | 2.5% of gross profit | top gear, supporting profit margin red line to prevent low gross profit impulse |
Two points of error: First, the jump should be calculated based on the cumulative payback within the quarter and applied throughout the period, rather than only for the excess part - only for the excess part of the program, the incentive intensity will be cliffed near the critical point, and the salesman will press the order at the critical point The next quarter is full of rhythm.Second, the top tier should be equipped with a profit margin red line: if the gross profit margin of a single order is lower than the agreed lower limit, the return is accrued at the lower tier to prevent the salesman from accepting a loss price for the rush position.
III. Connection of bad debts: Risk fund recovery of two lines
The purpose of thebad debt linkage is to make the salesman partially responsible for the customer qualification, but the proportion should be controlled in the "meat pain but not fatal" range.Two parallel mechanisms: First, venture capital , 10% of the commission is accrued to the personal risk fund pool every month, and the customer's refund is returned quarterly after the normal 12 months. The second is recovery mechanism . If the salesperson knows that the customer is deteriorating and still accepts orders, the bad debts (except those supported by written early warning records) will be recovered from the risk fund and the subsequent commission by 1 to 2 times the amount of the bad debts.At the same time, it is necessary to retain the exemption channel: if the salesperson has submitted a customer risk warning in writing, and the approver still agrees to ship, the recovery responsibility will be moved up to the approver.Without the concomitant exemption channel, it will force the salesman to conceal the risk, but it will be more dangerous.
IV. Separation of new and existing customers: maintenance and development of two accounts
Old customer renewal is stock, new customer development is incremental, mixed in a commission pool, the salesperson will lie on the old customer to eat commission, and no one in the new market will eat it.Suggested separately: Natural renewal orders for old customers of more than 3 years are calculated separately at 0.5% of gross profit, not counting the cumulative progress of the ladder; the first order of new customers is calculated from 2% of gross profit (based on the bonus on the ladder tier), and the new customer's return is transferred to the old customer pool after 6 months.Plus a simple maintenance score: the frequency of orders placed by old customers, the timely rate of refunds, and the complaint rate are scored quarterly. If the maintenance score is not up to the standard, the old customer's renewal order commission is halved - preventing the stock customer from naturally decaying in the hands of the salesman.
Before the implementation of the entire package, use the historical data to test it again: take the payback and gross profit data of each salesman in the past 12 months and set it into the new package to calculate the change in income.The general rule is that the head salesman's income rises, mixed base salary declines, and one-on-one communication is carried out in advance, so that the program does not become an emotional problem in the first month of implementation.
V. Frequently Asked Questions
1. What is the proportion of base salary and royalty?
The common proportion ofdomestic trade business positions is that the basic salary accounts for 30% to 40% of the target annual income, and the commission accounts for 60% to 70%.The minimum salary is too high for idlers, too low to recruit people.Factories that have just transitioned can start with "a base salary slightly higher than the local median of the same position, no royalties on the top", run for two quarters, and then adjust according to the backtest data.
2. If the salesperson leaves the company, what should be done with the risk funds and the unreleased royalties?
is written into the labor contract or royalty system and signed by me for confirmation: At the time of separation, the risk fund pool is settled once after deducting the accrued amount of the return on the way; no royalty will be issued for orders that have been signed but not returned, and the return will be reissued in the following month according to the proportion agreed upon at the time of separation.Recovery and late issuance without a written basis, the arbitration basically can not stand.
3. How do team orders and large customer orders calculate commission?
For two or more collaborative team orders, the person in charge takes 70% and the collaborator takes 30%. The distribution plan is confirmed in writing at the time of project establishment. For strategic large customer orders (priced and invested resources at the company level), a separate target bonus system is adopted instead of the conventional ladder commission, to avoid personal commission and the company letting the profits fight with each other.
For factories doing domestic trade credit sales, the goal of the royalty program is not to send less money, but to calibrate the "impulse to sign the order" to the "return result": the base looks back, the jump looks at the accumulation, the bad debt is connected, the stock is maintained, the four points are together, and the program is closed.
