改變支付銷售人員薪酬的方式

Change the Way You Pay Your Sales Force
瀏覽人數:3341


影片載入中...
HubSpot銷售部門營收長馬克.羅貝哲說明企業如何針對本身的三個成長階段,量身打造激勵制度。更多內容,請參考他為本刊撰寫的文章〈善用最佳薪酬計畫 〉。

茱莉亞.柯比:嗨,我是茱莉亞.柯比,今天的來賓是馬克.羅貝哲,他是HubSpot的營收長,也是八年前創立這家公司的團隊成員之一。他的新書名為《銷售加速公式》,內容是根據他為《哈佛商業評論》所寫文章〈善用最佳薪酬計畫〉。馬克,很高興你今天能來。

馬克.羅貝哲:謝謝,茱莉亞。

茱莉亞.柯比:在探討你文章的想法和書的內容之前,我想先問一下你的個人經歷。你認識那些事業伙伴時,你們都在攻讀企管碩士學位,但你的背景是工程。你發現自己負責銷售時,是否非常震驚?

馬克.羅貝哲:很震驚,這不是刻意的選擇。我想當時我逐漸轉向創業之路,因此覺得也許應從事行銷或銷售。我想行銷應該更適合企管碩士,但結果看起來很好。我是工程師,過去一直透過數據和科技的視角看世界,顯然也是用這種視角來擴大HubSpot銷售團隊。巧合的是,科技企業和銷售團隊演變發展的方式,讓這種視角很有優勢。

茱莉亞.柯比:你在文章中指出,企業的銷售人員薪酬方案,是實現策略的最強大武器。可以解釋為何這麼想嗎?

馬克.羅貝哲:當然可以。首先,我確實認為銷售人員薪酬方案未獲充利用,即使執行長也忽略。所有高階主管都嘗試推動組織變革,當我回顧在HubSpot的八年時,發現我們很多重大變革,都是透過銷售人員薪酬方案來推動。

我們經歷過三個階段,很多新創公司應該也是如此,第一個階段,我們顯然必須快速獲取顧客。第二個階段,我們必須讓顧客成功。一旦完成這兩件事,我們就必須專注在永續發展、永續成長,以及真正建立有獲利的事業。我們需要不同的薪酬方案,分別用於上述每一個階段。

茱莉亞.柯比:在第一階段獲取顧客時,你採用很直接的佣金方案,就是要求員工外出尋找顧客。

馬克.羅貝哲:是的。這個方案的重點是取得顧客,也有銷售加速器計畫,而這是真正的重點。我們的營收從幾十萬增加到幾百萬美元,顧客數量則從一百個增加到一千個,都是在短短幾年內做到的,這種做法確實推動我們成長。

茱莉亞.柯比:為什麼你後來要改變這種做法?

馬克.羅貝哲:在這個階段,我們既然已經有了顧客,就像任何新創公司一樣,該是時候思考看看,顧客是否使用我們的產品而取得成功?產品有什麼缺陷?我們銷售產品給顧客的方式、服務顧客的方式,是否有缺失?此時我們的顧客保留率,對想要永續發展的事業是難以接受的,大多數新創公司在這個階段都是如此。

於是我們做了很多分析。我們檢視客戶經理,他們為顧客提供售後服務。也許在某些事項上,有些經理的表現較好。結果顯示,各個客戶經理的顧客流失率很接近。所以接下來我們檢視銷售人員,在這裡出現了答案。我們最佳銷售人員的客戶流失率,是表現最差銷售人員的十分之一。

我們的結論是,顧客成功的這整個議題,源自某些銷售人員在銷售前設定的期望,以及他們選擇的顧客類型。我們立刻著手教育團隊這點,開始向團隊說明這些數字,並根據這個指標來設計薪酬方案。

茱莉亞.柯比:所以你改變了實際的薪酬結構,讓他們更關心顧客保留率?

馬克.羅貝哲:是的。那些帶來成功顧客的人賺到很多錢。而帶來不那麼成功顧客的人,即使之前的新顧客取得率可能更高,但如果顧客無法成功,他們賺的錢就比較少,還會受到懲罰。六個月內,我們的顧客流失率就下降約70%。

茱莉亞.柯比:你有了很好的產品市場契合度,你有很多顧客,於是進入第三階段,此時你專注於擴大企業規模。

馬克.羅貝哲:是的。現在我們必須專注在企業的經濟學:顧客取得成本、投資回收期、獲利率。當時軟體即服務朝向更長期的付款發展,這對現金流很有幫助,也能掌控住顧客保留率。

我們覺得,在這個企業成長階段,HubSpot已經待得夠久,我們鼓吹的集客式行銷概念,已經贏得市場認同,人們更放心接受這個概念,我們已經有條件可以要求更長期的付款。所以我們能夠依據這個指標,調整薪酬方案。

茱莉亞.柯比:我想問一下有關銷售競賽的事。你似乎有一套自己的哲學,你一定覺得這麼做有用。當中的關鍵有哪些?

馬克.羅貝哲:好的。除了薪酬方案外,競賽也很能夠激發你想要的行為。區別在於,你用這種方式改變的是較短期的行為。例如,假設我們擔心夏季的產品線,就可以在五月和六月舉辦競賽,以大幅促進行動。

這不是薪酬計畫可做的事,但必定是競賽可做到的事。我在競賽中發現,我真的很喜歡團隊競賽,我也喜歡以團隊為基礎發放獎品,而不是讓唯一的優勝者拿到豐厚獎金,然後所有人都指控他作弊。相反地,你是讓三或四人組成的團隊,對抗其他十支同樣由三或四人組成的團隊。

你會發現自己真的開始加速團隊合作,成功的人會幫助落後的人,也許是花幾小時指導他們。當然,獎品絕不會是給他們一大筆錢,而是滑雪之旅、高爾夫之旅、豐盛的晚餐,或遊輪晚餐之類的東西。這會強化團隊合作,他們一起贏得比賽,一起出去慶祝。

茱莉亞.柯比:聽起來很有道理,這種做法不只創造了銷售,也為企業文化和員工投入程度帶來很多好處。

馬克.羅貝哲:沒錯。有趣的是,我們在公司成立頭三年這麼做,後來我想改變做法,嘗試舉辦個人競賽,提供一大筆獎金給優勝者,那個月是我們第一次真的聽到有人指控作弊,也出現背後批評陷害的情況。於是那時我明白了,哇,對於團隊更加寬容這件事真的很重要,有助於我們推動以團隊為基礎的銷售文化。

茱莉亞.柯比:這次的訪談讓我確信,這個銷售加速公式有豐富的內容。

馬克,非常感謝你來分享自己的看法。

馬克.羅貝哲:謝謝,茱莉亞。

(劉純佑譯)


Julia Kirby: Hi, I'm Julia Kirby. Our guest today is Mark Roberge from HubSpot, where he's Chief Revenue Officer and was part of the team that founded the company eight years ago. His new book is called, The Sales Acceleration Formula, and based on that he wrote an article for Harvard Business Review. It's called “The Right Way to Use Compensation.” Mark, thanks for being here.

Mark Roberge: Thanks, Julia.

Julia Kirby: Before we get into the ideas of the article, and the book itself, I have to ask you about your personal journey. You met your business partners, when you were all getting your MBAs, but your background was in engineering. You found yourself in charge of sales. How big a shock was that?

Mark Roberge: Pretty shocking. Not intentional. I guess I was making a transition more toward entrepreneurship and figured maybe I should go into marketing or maybe I should go into sales. I think marketing is more the journey for an MBA, but it worked out great. As an engineer, I've always looked at the world through a lens of data and science and technology, and obviously used that lens in scaling the HubSpot sales team. It just so happened that the way that technology businesses and sales teams have evolved, that lens was very advantageous.

Julia Kirby: In the article, you say that the sales plan of a company is its most powerful weapon for making strategy happen. Can you explain why you think that's the case?

Mark Roberge: Yeah, sure. First off, I do believe the sales compensation plan is an underutilized tool by even the CEO. All executives are trying to push change through the organization, and as I look back in the last eight years at HubSpot, the major changes that we made, a lot of them were driven through the sales compensation plan.

So for the three phases we went through, that I think a lot of start-ups do, first, obviously, we had to acquire customers quickly. Second, we had to make them successful. And once we accomplish those two things, we had to focus on sustainability, sustainable growth, and really building a profitable business. And there was a different compensation plan needed for each one of those phases.

Julia Kirby: So in that very first phase, just customer acquisition, you had a pretty straightforward commission approach, where you just were asking people to get out there and hunt.

Mark Roberge: Yeah. Really, the weight of the plan was based on customer acquisition, and there was accelerators, and you know, that was really the focus. And we went from a few hundred thousand in revenue to a few million in revenue, and 100 customers, to 1,000 customers in just a few years, and that really propelled us through that growth.

Julia Kirby: Why did you have to change that?

Mark Roberge: Well, at that stage, now that we've got customers on board, like any startup, it's time to reflect and see, are customers succeeding with our product? What gaps are there in the product? What gaps are there in the way we're selling to them, or servicing them? And our customer attention was not acceptable to a sustainable business, as most start-ups find at the stage.

And we did a lot of analysis.We looked at the account managers that were servicing the customers post-sale. Maybe there was something some of them were doing better than others. As it turns out, the churn rate by account manager was very similar. And so then we next looked at the sales people, and that's where the answer was. The churn rate for our best salesperson was one 10th, that of our worst, for when you looked at it from churn.

So we concluded that this entire customer success issue is driven by the expectations that certain salespeople are setting pre-sale, and the types of customers they're doing business with. So we could immediately start educating the team about that, start illustrating these numbers to the team, and base the compensation plan on that metric.

Julia Kirby: So you change the actual structure of the compensation, so that they would care more about customer retention?

Mark Roberge: Right. Those who brought on successful customers made a lot more money. And those who brought in less successful customers, even though the new customer acquisition may have been higher, if they weren't successful, they would make less money and be penalized. And within six months, our customer churn dropped by like 70%.

Julia Kirby: So now you had a good product market fit, and you have a lot of customers, and you moved into a third phase, where really you were just very focused on scaling the business up.

Mark Roberge: Yeah. Now we have to focus on the economics of the business: customer acquisition costs, payback period, profit margin. And, at the time, SssS was pushing much more toward longer term payments, really helps with cashflow, also keeps customer retention in check.

And we fell like at this stage of the business, HubSpot had been around a long enough time, the concept of inbound marketing, which we pitched, was getting more traction in the market, people were more comfortable with it, and we were in a position to be able to ask for longer term payments. So we were able to revolve the compensation plan around that metric.

Julia Kirby: I want to ask about sales contests. You, seem to have kind of a philosophy of them. You certainly believe in using them. What are some of the keys there?

Mark Roberge: Yeah. Also, in addition to the compensation plan, the contest are great at motivating the behaviors you want. The difference here is the behaviors you’re shifting on here are a little more short term. For example, perhaps we're worried about the pipeline in the summertime. Well, we can run a contest in May and June to drive activity significantly.

That's not something you do in a comp plan, but certainly something you could do in a contest. What I found in the contests, I really like the contest to be team-based, and I also like the prize to be team-based, as opposed to one winner who makes a bunch of money and everybody accuses them of cheating. Instead, you've got three or four people on the same team competing against 10 other teams of three or four people.

And what you find is you really start to accelerate the teamwork on the floor of those who are succeeding, of helping those who are struggling, maybe after hours with some coaching. And of course, the prize was never a lump sum of money for them, but instead a ski trip, or a golf outing, or a nice dinner, or a dinner cruise, or something along those lines. So it reinforced the team aspect that they went off and won together, and they went off and celebrated together.

Julia Kirby: It makes sense that then by doing it that way not only do you get the sales, but you also get lots of benefits for the culture and employee engagement.

Mark Roberge: Absolutely. It’s funny, we did that for the first three years of the business, and then, I wanted to switch it up and tried an individual contest with a big money winner, and that was the first month where we actually had claims of cheating and backstabbing on the floor. So at that point, I realized, wow, this leniency toward more of the team-based was really important to our drive the team foundation that our culture had on the sales floor.

Julia Kirby: So I come away from this conversation convinced that there's a lot in this formula, that’s the sales acceleration formula. Mark, thank you so much for sharing your insights. Thanks

Mark Roberge: Thanks, Julia.



本篇文章主題銷售與行銷