Sales optimization is a practice of Thomas More Management Consulting (TMC) aimed at improving the components associated with a better effectiveness of the sales function. It is about looking for all the essential aspects that have an impact on it and improving them, from the organization, through the processes of recruitment, compensation and measurement of results.

Although it is a fairly broad practice in its content, there are several fundamental aspects that make up a program for review and improvement of this area, among others:

I. Organization of the sales function

This component includes reviewing the structure and roles of the sales force. Is it the right size for the function? Are the roles clearly defined? Are the various channels adequately served? Are geographic or virtual sales territories clearly established and correctly designed?

II. Competencies of the sales function

This module has to do with the training of skills and capabilities of the sales function: What is the process of recruitment of the sales function? Are the tests and the recruitment process predictive of the performance of the sales function? Is there a correlation between these tests and the subsequent performance? What types of training are there? What specific aspects are designed? How are the development processes configured? How is the culture that supports the previous processes?

III. Customer knowledge

This section examines the mechanisms that provide data and knowledge about the client. What information is available? Is there consistent research about the client? What kind of tools are available? Are they easy to interpret? Are there typological indicators of clients?

IV. Compensation and Rewards

This module contemplates an in-depth review of the Compensation of the sales force, as well as the associated intangibles that comprise the Total Reward.
At Thomas More Management Consulting we have more than 20 years of experience creating successful Sales Compensation plans. The plans, tailored in each case, in multiple countries and sectors, seek to optimize the sales force and boost it to its full potential.
Our DNA of Sales Compensation ©, shown below, works in five blocks the necessary elements to configure the plans with a wide level of detail:

1. Alignment: this first block seeks a correct adjustment between the business strategy and the plans of the organization. The sales incentive plans must reinforce all behavior in the sense that they indicate, as well as, on the contrary, not do it with those behaviors that do not support them. For that, we examine the strategic and operational plans of the organization and carry out a design in accordance with them. Additionally, we analyze the sales roles: what function each member or groups of members of the sales force fulfill and we draw up plans for those roles. Finally, we select the indicators that are neuralgic correlated with the two previous sections.
2. Technical Design: once the general design has been verified, the technical design aims to define each element of the plans in a greater level of detail. For this, the payment system is examined, selecting the one that best fits for a correct addressing of the desired results. The pay mix are carefully chosen for each role and position, both horizontally and vertically. The formulas are designed for each case and desired behavior, and finally the sale is defined or when the payment is required.
3. Technical Design (Performance Measures): Verified the general aspects of the Technical Design, we enter the configuration of the tables, which pursue the establishment of the correct stimuli to optimize the results, combining the four fundamental measures: threshold, achivement, overachievement and achievment in advance. For each position and role, specific combinations are selected depending on the case.
4. External Competitiveness and Internal Equity: these two elements, present in any Compensation analysis, are part of the studies of the available information. Thus, for example, in terms of equity, the territories and the possibilities of achieving goals that allow an adequate balance of the sales force are examined, according to the needs of the case.
5. Governance: in general, there are two major categories of issues in the incentive plans: the design and governance of the sales plan. Design issues are those that correspond to the previous sections mentioned. But the ongoing management of sales incentive plans is a vital aspect for the control of the process and its results. Thus, each document-incentive plan includes all the conceptual elements, payment formulas and achievements, tables, indicators with their descriptions