- Client’s incentives program was managed in an ad hoc manner. As a result the client was facing a lot of issues.
- The client had two existing sales forces, called Professional and Specialty, and was planning to launch a new sales force with the advent of the New Year.
- In addition, the Managed Care team was also included in the scope. All positions in the sales force hierarchy of the teams, totaling at least a dozen in number, were in the scope of the project.
The IC administration business rules were spread across multiple directions -
- Complex eligibility rules for new hires, transfers, and promotions
- Territory product weights changed across attainment periods
- Territory segments changed across attainment periods
- Annual President’s Club award used attainments from all attainment periods in the year
- Multiple payout curves for products with complex rounding rules
Similarly, goal (quota) setting business rules were complex
- Goals were based on historical and opportunity philosophy
- Old data was available for opportunity calculation
- Axtria leveraged its “Sales Performance Management” module as part of the Axtria SalesIQ™ platform to help design and implement an effective incentive compensation program
- Axtria followed a structured transition process to ensure transfer of responsibility occurs with minimal disruption to the client
- Two pain-points were identified by the team during transition phase – lack of documentation with client, and non-availability of cycle plans.
- Axtria provided the following solutions to these two pain-points when the team moved from transition to production phase.
- Axtria created various documents to record all business rules and processes
- Axtria created and shared production calendar for both IC admin and goal setting
Axtria’s dedication and quality of output earned us the Client’s goodwill and laid the foundation for a strong multi-year partnership. We are now discussing the implementation of incentives program with the global team.