Skip to main content

Main menu

  • Home
  • Current Issue
  • Past Issues
  • Videos
  • Submit an article
  • More
    • About JPE
    • Editorial Board
    • Published Ahead of Print (PAP)
  • IPR Logo
  • About Us
  • Journals
  • Publish
  • Advertise
  • Videos
  • Webinars
  • More
    • Awards
    • Article Licensing
    • Academic Use

User menu

  • Sample our Content
  • Request a Demo
  • Log in

Search

  • Advanced search
The Journal of Private Equity
  • IPR Logo
  • About Us
  • Journals
  • Publish
  • Advertise
  • Videos
  • Webinars
  • More
    • Awards
    • Article Licensing
    • Academic Use
  • Sample our Content
  • Request a Demo
  • Log in
The Journal of Private Equity

The Journal of Private Equity

ADVANCED SEARCH: Discover more content by journal, author or time frame

  • Home
  • Current Issue
  • Past Issues
  • Videos
  • Submit an article
  • More
    • About JPE
    • Editorial Board
    • Published Ahead of Print (PAP)
  • Follow IIJ on LinkedIn
  • Follow IIJ on Twitter

Portfolio Company Best Practices—Give Salespeople Free Range, but Establish an Outer Perimeter

Harry Gray, Chad Greenway and Robert Feeney
The Journal of Private Equity Fall 2015, 18 (4) 19-25; DOI: https://doi.org/10.3905/jpe.2015.18.4.019
Harry Gray
is a managing partner at Verto Partners in Dallas, TX.
  • Find this author on Google Scholar
  • Find this author on PubMed
  • Search for this author on this site
  • For correspondence: harry@vertopartners.com
Chad Greenway
is CFO of a Boston Ventures portfolio company in Houston, TX.
  • Find this author on Google Scholar
  • Find this author on PubMed
  • Search for this author on this site
  • For correspondence: chadgreenway@gmail.com
Robert Feeney
is head of North America public policy affairs at Sanofi in Bridgewater, NJ.
  • Find this author on Google Scholar
  • Find this author on PubMed
  • Search for this author on this site
  • For correspondence: robert.feeney@sanofi.com
  • Article
  • Info & Metrics
  • PDF (Subscribers Only)
Loading

Click to login and read the full article.

Don’t have access? Click here to request a demo 
Alternatively, Call a member of the team to discuss membership options
US and Overseas: +1 646-931-9045
UK: 0207 139 1600

Abstract

The business world teems with myriad opinions regarding the best way to manage salespeople; yet, investors and managers essentially agree that individual agendas are impossible to eliminate in the world of sales management. Often salespeople conduct their business segregated from the core management team, which may result in a focus on accomplishing individual goals rather than on making the company successful. These situations may drive near-term gains but almost always lead to longer-term profit margin erosion. One of the primary culprits for such misalignment is the sales commissions program, which is likely to undermine any sense of unity and common purpose in a business.

TOPICS: Private equity, manager selection, in portfolio management, portfolio management/multi-asset allocation

  • © 2015 Pageant Media Ltd
View Full Text

Don’t have access? Click here to request a demo

Alternatively, Call a member of the team to discuss membership options

US and Overseas: +1 646-931-9045

UK: 0207 139 1600

Log in using your username and password

Forgot your user name or password?
PreviousNext
Back to top

Explore our content to discover more relevant research

  • By topic
  • Across journals
  • From the experts
  • Monthly highlights
  • Special collections

In this issue

The Journal of Private Equity: 18 (4)
The Journal of Private Equity
Vol. 18, Issue 4
Fall 2015
  • Table of Contents
  • Index by author
Print
Download PDF
Article Alerts
Sign In to Email Alerts with your Email Address
Email Article

Thank you for your interest in spreading the word on The Journal of Private Equity.

NOTE: We only request your email address so that the person you are recommending the page to knows that you wanted them to see it, and that it is not junk mail. We do not capture any email address.

Enter multiple addresses on separate lines or separate them with commas.
Portfolio Company Best Practices—Give Salespeople Free Range, but Establish an Outer Perimeter
(Your Name) has sent you a message from The Journal of Private Equity
(Your Name) thought you would like to see the The Journal of Private Equity web site.
CAPTCHA
This question is for testing whether or not you are a human visitor and to prevent automated spam submissions.
Citation Tools
Portfolio Company Best Practices—Give Salespeople Free Range, but Establish an Outer Perimeter
Harry Gray, Chad Greenway, Robert Feeney
The Journal of Private Equity Aug 2015, 18 (4) 19-25; DOI: 10.3905/jpe.2015.18.4.019

Citation Manager Formats

  • BibTeX
  • Bookends
  • EasyBib
  • EndNote (tagged)
  • EndNote 8 (xml)
  • Medlars
  • Mendeley
  • Papers
  • RefWorks Tagged
  • Ref Manager
  • RIS
  • Zotero
Save To My Folders
Share
Portfolio Company Best Practices—Give Salespeople Free Range, but Establish an Outer Perimeter
Harry Gray, Chad Greenway, Robert Feeney
The Journal of Private Equity Aug 2015, 18 (4) 19-25; DOI: 10.3905/jpe.2015.18.4.019
del.icio.us logo Digg logo Reddit logo Twitter logo Facebook logo Google logo LinkedIn logo Mendeley logo
Tweet Widget Facebook Like LinkedIn logo

Jump to section

  • Article
    • Abstract
    • First, If a Fresh Start Is Practical, Engineer a Mechanism with Rules of Engagement That Drive Behavior
    • Step Back, Widen the Lens, and Evaluate the Full Sales Incentive Plan
    • Offer a Rich Menu of Tasty Carrots… but Be Willing to Use a Stick
    • Eliminate Sales De-Motivators… but Embrace Dashboards
    • Implement a Robust Lead Capture and Dissemination Program
    • Salespeople—Not Production—Should “Own” the Inventory!
    • To Depersonalize the Sale, Evaluate Down-Streaming Customer Relationships and Phased Commissions Bleed Out
    • Leverage the Power of Perception by Paying All Employees the Same Way… but Not the Same Amount
    • Limit Field Activities with Ironclad Pricing Grids… and Monitor Backlog That Is Meaningful
    • Properly Onboard Sales People
    • Consider MBOs to Drive Enterprise-Wide Success Incentives
    • Revenues Do Not Pay the Bills, so Disburse Commissions as Cash Is Collected
    • Be Wary of the Double-Edged Quota Sword
    • Test, Document, and Automate the Program
    • Only after Performance Is Proven, Explore the Pros and Cons of a “Commission Buyout” Program
    • Finally, if Growth Acceleration Depends on Unusual Efforts, Align Incentives with Demand Innovation
  • Info & Metrics
  • PDF (Subscribers Only)
  • PDF (Subscribers Only)

Similar Articles

Cited By...

  • No citing articles found.
  • Google Scholar
LONDON
One London Wall, London, EC2Y 5EA
United Kingdom
+44 207 139 1600
 
NEW YORK
41 Madison Avenue, New York, NY 10010
USA
+1 646 931 9045
pm-research@pageantmedia.com
 

Stay Connected

  • Follow IIJ on LinkedIn
  • Follow IIJ on Twitter

MORE FROM PMR

  • Home
  • Awards
  • Investment Guides
  • Videos
  • About PMR

INFORMATION FOR

  • Academics
  • Agents
  • Authors
  • Content Usage Terms

GET INVOLVED

  • Advertise
  • Publish
  • Article Licensing
  • Contact Us
  • Subscribe Now
  • Log In
  • Update your profile
  • Give us your feedback

© 2022 Pageant Media Ltd | All Rights Reserved | ISSN: 1096-5572 | E-ISSN: 2168-8508

  • Site Map
  • Terms & Conditions
  • Privacy Policy
  • Cookies