The targets in marketing and sales management must make the strategic plans achievable within the defined time period. There are many hidden opportunities in sales planning itself:

• How can I stay ahead of my competitors with my activities in the market?
• How do I create an incentive for the entire organization to work hand in hand on the planned customer development?
• How do I set up an incentive system that motivates my field sales team and still allows the customer to develop together (sustainably)?
• How should the balance between variable component and fixed salary be chosen?
• In relation to high- or low-frequency sales cycles?

The difference between the industries plays a major role here. Solution-oriented sales organizations structure their compensation systems completely differently than FMCG. But how is the overall package put together for knowledge selling and how do you involve your people in these discussions?


As part of the target agreement, the key performance indicator system is set up that is valid for everyone – agreed upon. The involvement of opinion leaders – from the field and office staff – is strongly recommended. The wheel does not need to be reinvented. However, ideas on how you and your team can stand out from the competition do need to be constantly developed. The office staff can provide unexpected opportunities to provide better all-round customer service and, with the right variable incentives, can even provide an additional boost.

This change cannot be implemented “by force” either. We have the experience and examples of how you should ideally proceed.