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  • EFI, Inc.: Problems

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    RishabhKumar
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    EFI, Inc. was facing problems with its sales representative (SDM) evaluation and compensation system. Specifically, hardware sales which made up 75% of variable pay were not considered in rankings, quarterly rankings demotivated SDMs, software sales tracking had errors up to 20%, and there was no incentive for exceeding sales targets. To solve these issues, the company decided to individualize hardware sales targets for each SDM, provide bonus pay for overachieving an annual sales cap that includes both hardware and software sales, and determine rankings based on annual over or underachievement of total sales targets.

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    Group9 SDM EFI Submission

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    EFI, Inc. was facing problems with its sales representative (SDM) evaluation and compensation system. Specifically, hardware sales which made up 75% of variable pay were not considered in rankings, quarterly rankings demotivated SDMs, software sales tracking had errors up to 20%, and there was no incentive for exceeding sales targets. To solve these issues, the company decided to individualize hardware sales targets for each SDM, provide bonus pay for overachieving an annual sales cap that includes both hardware and software sales, and determine rankings based on annual over or underachievement of total sales targets.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
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    Download as docx, pdf, or txt
    48 views1 page

    EFI, Inc.: Problems

    Uploaded by

    RishabhKumar
    EFI, Inc. was facing problems with its sales representative (SDM) evaluation and compensation system. Specifically, hardware sales which made up 75% of variable pay were not considered in rankings, quarterly rankings demotivated SDMs, software sales tracking had errors up to 20%, and there was no incentive for exceeding sales targets. To solve these issues, the company decided to individualize hardware sales targets for each SDM, provide bonus pay for overachieving an annual sales cap that includes both hardware and software sales, and determine rankings based on annual over or underachievement of total sales targets.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as docx, pdf, or txt
    of 1

    EFI, Inc.

    Problems:
    1. Hardware sales which account for 75% of the variable
    compensation, was not taken into consideration for evaluating the
    rankings.
    2. Quarterly rankings were a source of de-motivation for the SDMs
    3. Error in tracking of the software sales: In worst case scenario, it was
    up to 20%
    4. No incentive for over-achievement of sales.

    Solutions:
    Hardware Sales will not be a team effort but will be individualized as the
    sales target for each SDM is different.
    Additional Bonus will be provided for over achievement which will have an
    upper cap.
    Rankings will be determined based on your
    overachievement/underachievement of the Annual Sales target and will
    encompass both hardware and software sales of the SDM.

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