Problems with incentive compensation plans are often due to inefficient systems and processes used to administer the plans, rather than issues with the plans themselves. Three companies - ADVO, Wyeth, and GE Healthcare - were able to turn their sales commission plans into competitive advantages by outsourcing plan management to Synygy. This allowed them to gain flexibility, accuracy, and alignment between plans and company strategies. Outsourcing also freed up internal resources to focus on other priorities rather than struggling with in-house commission systems and processes.
Problems with incentive compensation plans are often due to inefficient systems and processes used to administer the plans, rather than issues with the plans themselves. Three companies - ADVO, Wyeth, and GE Healthcare - were able to turn their sales commission plans into competitive advantages by outsourcing plan management to Synygy. This allowed them to gain flexibility, accuracy, and alignment between plans and company strategies. Outsourcing also freed up internal resources to focus on other priorities rather than struggling with in-house commission systems and processes.
Problems with incentive compensation plans are often due to inefficient systems and processes used to administer the plans, rather than issues with the plans themselves. Three companies - ADVO, Wyeth, and GE Healthcare - were able to turn their sales commission plans into competitive advantages by outsourcing plan management to Synygy. This allowed them to gain flexibility, accuracy, and alignment between plans and company strategies. Outsourcing also freed up internal resources to focus on other priorities rather than struggling with in-house commission systems and processes.
Problems with incentive compensation plans are often due to inefficient systems and processes used to administer the plans, rather than issues with the plans themselves. Three companies - ADVO, Wyeth, and GE Healthcare - were able to turn their sales commission plans into competitive advantages by outsourcing plan management to Synygy. This allowed them to gain flexibility, accuracy, and alignment between plans and company strategies. Outsourcing also freed up internal resources to focus on other priorities rather than struggling with in-house commission systems and processes.
pensation plans can be attributed not to the plans themselves but rather to the systems, processes and people associated with administering and managing the plans. Inflexible, hard-coded systems; inefficient, labor- intensive processes; and lack of expertise and resources are the root causes of nearly all problems with incentive compensation plans. Three companies that have solved these problems and turned their sales commission plans into a source of competitive advantage are ADVO, Wyeth and GE Healthcare. ADVO Addresses Lack of Best Practices Everyone has received a missing child postcard and advertisement in the mail at some time if not at least once a month. The successful company respon- sible for combining a public service with junk mail is direct mailer ADVO Inc. of Windsor, Connecticut. Focused on building on their success, ADVO wanted to change the behavior of their salespeople to be more consultative. But instead of focusing on supporting its sales staff, corporate attention was being consumed by commission processing. The salesforce in turn wasnt promoting the right messages to prospects. Rather than selling products as key to a customers business growth and success, the mind-set was one of push product and get paid. However, their existing mainframe sales commis- sion system built internally over the years was inflexible and proved to be a constraint that prohibited them from deploying a more innovative incentive com- pensation plan. Despite a lot of time spent by IT on upkeep of the system, their plan remained out of alignment with their strategy. Furthermore, the system was administratively inef- ficient, causing late and inaccurate payments and resulting in distractions for the salesforce. Instead of communicating with customers and negotiating deals, salespeople were engaged in shadow accounting and speculating about their futures. ADVO knew they needed to find a solution. They also knew they didnt simply want a new commission system; they needed to find a company with expertise in rethinking their incentive compensation manage- ment processes. They began looking for help and ultimately selected Synygy, based in Chester, Pennsylvania, to provide ADVO with a plan manage- ment outsourcing solution where Synygy assumed responsibility for the management of ADVOs sales commission plan. With Synygy, ADVO now has the flexibility it needs to design plans that are truly aligned with their strategy. Synygy does this by being able to quickly adapt to desired changes, paying salespeople accu- rately and on time and streamlining the reports that go to sales associates, reducing them from as many as 100 pages of data to a mere five pages of meaningful information. They see their goals, their progress toward them, their reward for goals met, and more importantly they see the bigger ADVO business picture. As a result, ADVO was able to change how their salespeople approach the sales process. They were also able to redirect their internal human resources, accounting and information technology resources to sales support and business growth initiatives that were critical to the companys success all while get- ting greater control over and better visibility into the entire incentive compensation management process. Wyeth Finds R x for Resource and Process Deficiencies Wyeth Pharmaceuticals, a division of the pharmaceuti- cal and healthcare products giant Wyeth, headquar- tered in Madison, New Jersey, is a longtime supporter of performance-based incentives. But the internally developed system the company was using lacked a clear link between performance and payments. Further complicating the situation, Wyeth merged with another company, American Cyanamid, and dou- bled the size of its salesforce. The two companies had different methods of managing performance and driv- 96 Case Study: Solving Incentive Compensation Management Problems Mark A. Stiffler | President & CEO, Synygy e x e c u t i v e
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p e r s p e c t i v e RTB_088-089.qxd 4/15/06 2:30 PM Page 88 ing business behavior. The executives at Wyeth won- dered how they could marry two sales cultures when they couldnt even get one incentive compensation system to work effectively. Wyeth turned to Synygy for help. Opting to fully out- source the management of their incentive compensa- tion plans, Wyeth now takes advantage of Synygys domain expertise instead of diverting precious internal IT infrastructure and analytical resources to maintaining an in-house system. Wyeth has over 50 plans that cover different groups, products and levels in the organization. Participation of sales reps in the plans depends on the products they sell and where they work within the organization. With Synygys assistance, Wyeth has been able to keep the plans in sync so that a consistent mes- sage is delivered throughout the company. In addition, Wyeth creates specific budgets for its incentive compensation programs and tracks how the funds are spent. If Wyeth goes over budget for a partic- ular product because it is outperforming expectations, Synygy can tell them why. Wyeth now also can tie pay- ments to specific reps and their performance so that there are no longer any end-of-year surprises. Having visibility into sales results and getting paid sooner enhances the satisfaction of the sales reps, which in turn improves performance. Wyeth salespeo- ple now receive their incentive compensation payouts twice as often as before and monthly sales reports are available online and updated monthly, with information available one week earlier than when paper-based reports were used. GE Healthcare Reaps Healthy Rewards The feedback at a sales meeting five years ago for Amersham Biosciences (now a part of GE Healthcare Biosciences, a $3 billion business based in Little Chalfont, U.K.) was loud and clear: Sales reps had lost confidence in the companys incentive compensation systems. The companys sales compensation system had not kept pace with its increasingly specialized salesforce, growing product line and the need for com- pensation plans targeted to each sales role. Incentive plans were being managed with four dif- ferent software tools, including Microsoft Excel, Lotus Notes, Oracle and Business Objects. When the compa- ny was smaller, the system wasnt as troubling. But the company was acquiring two to three companies per year and soon had 175 sales professionals operating on 30 different incentive compensation plans in four sales areas. The manually produced spreadsheets were neither flexible nor adaptable to changes. There were no exec- utive-level reports and no way to calculate what if sce- narios. It often took up to six weeks to calculate payments and four weeks to correct errors. Sales reports were invariably late because the company did all its sales territory reporting and incentive compensation processing in-house. Averaging 18,400 sales reports each year, the mailing task alone took an entire day each week. The company knew it needed outside help and decided to outsource its incentive compensation man- agement process to Synygy. Synygys staff of plan man- agement experts now produces a full suite of sales reports including new modeling and analytics that the old system couldnt produce and the company has been able to refocus information management resources on other projects. Amersham saw a 40 per- cent return on investment in the first year and a 175 percent ROI in the second year. Today, GE Healthcare BioSciences makes its quar- terly incentive payments within four weeks of the quar- ter close and has the highest level of sales rep confidence in their sales reports and incentive compen- sation in more than five years. In fact, there has been a 20 percent drop in sales rep turnover. Outsourcing Is the Solution Managing incentive compensation plans is not a core competency of most organizations. Similar to payroll, it is now something that can be outsourced where another company maintains plan rules, does data vali- dation and cleansing, calculates and certifies results, communicates individual performance to each partici- pant and analyzes plan effectivenessfor management. Each of the industry-leading companies highlighted in these cases chose to outsource management of their incentive compensation plans rather than continue to devote disproportionate amounts of time and resources struggling with in-house processes and systems. Turning outside their own organizations to improve flexi- bility, efficiency and effectiveness of their plans, these companies are now realizing the full potential of their pay-for-performance programs while focusing on doing what they do best. Strategies for Global Leaders 97 e x e c u t i v e
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