Checklist: 4 steps to building a high-performance sales team

All sales organizations ask themselves the same question: How can we motivate sales reps to achieve their objectives?

There are many different answers to be found in books, blogs, podcasts, webinars and so on. But few are based on the most important thing of all: people!

‍And who better to talk about human motivation than Abraham Maslow. Indeed, through his extensive work in psychology in the 1940s and 1950s, he created the famous theory (known to all): Maslow's pyramid of needs. 

In concrete terms, this theory describes the hierarchy of human needs and classifies them in a pyramid into five levels, from basic needs to higher, more complex needs, where each level must be satisfied before moving on to the next. 

Once one level of need is satisfied, the person is motivated to reach the next level! In other words, it's an essential tool for understanding people's motivations and developing strategies to release their potential and improve their productivity.

So why not apply it to a sales rep organization to help them reach their full potential?

‍That's exactly what the experts at Qobra have done, and they've explained it to you in this guide!

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1. Physiological needs

The first basis of Maslow's pyramid of needs is physiological needs, i.e. needs that are essential for human survival, such as food, water, oxygen and sleep.

So what are the primary needs of a sales reps team in order to survive? 

In our view, there are 4 key areas: onboarding, the equipment needed for sales activities, training and sales reps.

1. A complete, structured onboarding process

Onboarding is an essential stage in building a high-performance sales rep team, and for good reason: it's the starting point for each member of the team!

The aim of onboarding is to provide sales reps with the knowledge, skills and tools they need to succeed in their role and rapidly contribute to the company's sales objectives.

"In addition to onboarding, you should give priority to workshops and training on the product and/or service being sold, as well as on the best sales techniques adapted to your sector and activity."

Jean Cumunel, SDR Director at Additi - Groupe Ouest France

Successful onboarding means:

• Reduced adaptation time
• Improved sales reps
• A stronger sense of belonging, leading to greater commitment and better retention
• Consistent knowledge and skills
• In-depth knowledge of the product(s) and/or service(s)
• Team cohesion and strong relationships between employees

In view of the above benefits, it is essential to treat onboarding as a strategic investment. Here are 8 methods and best practices for successful onboarding:

• Create a detailed and comprehensive onboarding plan (training sessions, case studies, Meetings, etc.) with an associated schedule.
• Set up in-depth training on each product and/or service sold, sales processes, sales tools and software used.
• Set up an internal mentoring programme. Every new employee should have an experienced internal mentor on hand to answer any questions they may have, but also to benefit from their advice, experience and expertise.
• Plan a training session on the company culture and its values, as well as a friendly, collective moment with the whole company to integrate them and make them feel this culture.
• Test the knowledge of new employees through practical case studies and real-life situations (role-playing, sales simulations, negotiation scenarios, etc.).
• Regularly monitor and assess the progress of new employees, to provide them with the best possible support, and in particular to identify their strengths and areas for improvement.
• Personalise onboarding by creating several training programmes tailored to the level and skills of each new employee.
• Review and challenge the onboarding process as much as possible in the light of changes in the market, the company, new developments, etc. Putting in place an evaluation and improvement system at the end of each onboarding session allows you to gather constructive feedback so that you can revise it.

By following these methods and best practices, you can create a solid onboarding process that prepares new sales reps to succeed in their role while fostering their commitment and integration into the company.

2. Technological equipment to match

92% of companies say that CRM has played an important role in achieving their revenue targets. And the proof is in the pudding: CRM systems can boost sales productivity by up to 34%!

Sales reps need the right equipment and tools to help them achieve their objectives. 

Firstly, you need to draw up a list of their tasks and missions, so that you can then match them with the equipment and tools they need to carry them out.

So here's a non-exhaustive list of the main tasks and missions of sales reps and the best tools to support them:

Competitive intelligence:

• Online monitoring tools to track competitor activity (e.g. Google Alerts, Mention, Brandwatch).
• Subscriptions to sector-specific publications and newsletters to keep abreast of market developments.

Prospecting:

• Database of prospects (e.g. Salesforce, HubSpot).
• Automated prospecting tools for sending mass e-mails (e.g. Outreach, SalesLoft).
• Tools for finding professional contacts (e.g. LinkedIn Sales Navigator, Hunter).

Qualifying prospects:

• Qualification questionnaires to assess the needs and relevance of prospects (e.g. Google Drive, Notion).
• Prospect rating systems to classify their level of interest and compatibility (e.g. Google Drive, Notion).

Building relationships:

• Professional networking platforms (e.g. LinkedIn) to establish and maintain relationships with customers.
• Contact management tools to track customer interactions and personal information (e.g. HubSpot CRM, Zoho CRM).

Presentation and demonstration of the product and/or service:

• Presentation tools (e.g. Microsoft PowerPoint, Google Slides) to create powerful presentations.
• Screen-sharing software for real-time demonstrations (e.g. Zoom, GoToMeeting).

Handling objections:

• Documents and resources providing answers to common objections (e.g. Google Drive, Notion).
• Sales scripts to guide responses and solutions to objections (e.g. Google Drive, Notion).

Negotiations:

• Financial calculators to simulate different offers and options.
• Reference documents on terms and conditions of sale, discount policies, etc. (e.g. Google Drive, Notion).

Sales follow-up:

• Tools for managing tasks and tracking customer interactions (e.g. Trello, Asana).
• Communication software to keep in touch with customers (e.g. e-mail, instant messaging).

Sales cycle management:

• Process diagrams to visualize the different stages in the sales cycle (e.g. Google Drive, Notion).

Data collection:

• Online forms to gather information about potential customers (e.g. Google Form, Typeform).

Reporting:

• Reporting tools for compiling and presenting sales data (e.g. Microsoft Excel, Google Sheets).
• Data analysis software to identify trends and performance (e.g. Tableau, Power BI).

As mentioned above, this list is not exhaustive, and needs may vary depending on the specific characteristics of the company and the sector. It's important that sales reps use tools that are tailored to their needs to maximize their efficiency in every task!

3. Effective sales reps training

Training is essential for the sales rep team and the company to progress. Regular training is the most important thing!

‍In fact, training goes well beyond onboarding, and there are 4 types of training:

• Self-training: At little cost to the company, asking employees to self-train is a way of quickly making them more competent.

"At Additi, we encourage all our sales reps to subscribe to newsletters, read white papers, watch webinars and listen to podcasts. We even provide them with a list of the best in the field."

Jean Cumunel, SDR Director at Additi - Groupe Ouest France

• Employee training: On a more or less regular basis and in turn, a member of the sales rep team shares his or her expertise and skills on a topic such as handling objections, cold calling, etc. All members of the sales rep team learn from this and iterate regularly to continually improve their approach. In this way, all the members of the sales rep team can identify areas for development and iterate regularly to continually improve their approach.

"At Modjo, we realized that we were losing around 50% of our post-demo opportunities. So we looked at the statistics of the top performer, and analyzed what he was doing during his demos so that other staff could be inspired by his best practice."

Paul Berloty, CEO of Modjo

• Ongoing training: Making self-service contentcontent self-service is a simple way for sales reps to learn on their own, at any time. Here are a few examples of formats: internal online academies, sales playbooks, trainings, recorded calls, etc. 

• Training by professional organizations: Certain skills and expertise are unavailable or incomplete within the company itself. Companies such as Uptoo have specialized in this topic and work with sales reps to train them on topics such as LinkedIn prospecting, the power of conviction, distance selling and leadership.

However, before embarking on a training programme, it is essential to: 

• Identify where employees need to improve. This involves identifying the stages at which employees have difficulties, so it is necessary to have observed them beforehand in order to assess their skills.
• Choose operational sales rep training. Each training course must be able to provide concrete actions to put in place.
• Involve middle managers. It is essential that each manager has a steering role following each training course, to support and check that employees are applying the concepts learned during the course.
• Measure post-training results. The aim here is to measure the impact and results of the actions put in place, and to encourage sales reps to continue them on a regular basis.
• Train employees in the essential sales tools.

4. Clear sales rep objectives

According to a Gallup study, only 40% of employees claim to know their company's values and objectives. This makes it difficult for sales reps to achieve their objectives when they don't even know what they are... 

‍How can this problem be solved?

Here's how it works:

Setting consistent objectives

"When it comes to setting objectives, it's essential to set them according to each person's position in the sales cycle. You need to be sure that these objectives make sense for the whole team, i.e. that they are consistent between the BDR/SDR and the Account Executive."

Doreen Pernel, VP Sales at Scaleway

It is vital to set virtuous objectives between the different roles in the sales rep team so that they are jointly motivated. After all, they must all be pulling in the same direction, i.e. increasing the number of new customers and the company's sales.

Setting objectives by role

To be motivating and effective, and ultimately to be achieved, objectives must above all be adapted to their beneficiaries, and in particular to their role and missions!

The performance of sales reps responsible for prospecting and qualification (SDR) should not be evaluated on the same criteria as those responsible for closing (Account Executive) or those responsible for additional and/or complementary sales (CSM). They all have specific qualitative and quantitative objectives!

Setting SMART objectives

Defining the objectives of a sales reps team stems first and foremost from the company's objectives. These need to be translated into clear, easily measurable and achievable sub-objectives.

To do this, there is a tried and tested method: the SMART method. Thus, the objectives must be:

• Simple and specific. Each objective must be precise and unambiguous. Unclear and complex objectives are difficult to understand and therefore difficult to achieve.

"When it comes to selecting KPIs to determine commissions, you really need to focus on simplicity and clarity. Otherwise, employees don't know what to focus on to achieve their objectives." 

Aude Cadiot, Revenue Operations Lead at Spendesk.

• Measurable. Each objective must be measurable by a performance indicator (KPI). An objective that cannot be measured is not a good objective, because it cannot be achieved.  
• Ambitious. Ambitious targets are more motivating and serve the company's overall sales rep strategy.
• Realistic. Although it's necessary to set ambitious goals, you have to remain realistic and not set the bar too high, otherwise you'll end up frustrated and discouraged.
• Time-bound. Each objective must have a deadline by which it must be achieved.

💡 Good practice

In order to establish a legal framework and ensure that the objectives are clear for both employees and the company, it is essential to draw up a letter of objectives and include it in the employment contract.

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2. Safety needs

The second pillar of Maslow's pyramid of needs is security, i.e. the needs that will enable us to live in peace, such as family, health, employment and property.

How could we translate these needs into sales reps?

In our view, security needs a competitive fixed salary and a good commission plan, with visibility and predictability on these elements!

1. A competitive fixed salary

The fixed salary is the most secure element for a member of a sales reps team. It is a monthly payment that will enable them to cover their basic needs: food, housing, health, etc.

The weight of the fixed salary

The size of the fixed salary depends mainly on the employee's role in the sales team and the company's strategic and sales reps objectives. However, there are a few common rules:

• SDR-BDR: Fixed salary between 70% and 80% of the remuneration package 
• Sales: Fixed salary between 50% and 60% of the remuneration package 
• CSM-AM: Fixed salary between 70% and 80% of the remuneration package 

"The split between fixed salary and commissions should be reviewed in line with the maturity of the company and its products and/or services."

Vladimir Ionesco, Sales Reps Director at Doctolib

It is important to note that these distribution rules are not universal, and it is essential to adapt them according to:

• Market maturity
• The company's stage of maturity
• The seniority of the employee
• The sales cycle

The amount of the fixed salary

The amount of the fixed salary depends not only on the role, but also on the level of responsibility, the number of years' experience, the sector of activity and the size of the company.

By way of example, here are the practices in terms of median fixed remuneration collected by Qobra during its study on commissions (+1800 respondents): 

🛠 Tool 

Figures has developed a cutting-edge benchmarking tool that collects data from thousands of companies across Europe. This enables companies to find out exactly how much they charge for each role and level of responsibility, compared with other companies in the same sector and of the same size.

2. A good commission plan 

"Whether you're CEO or Sales Rep, the sales compensation plan is probably the most powerful tool you have to drive sales strategy." 

Mark Roberge, VP Sales at Hubspot  

The commissions policy is a powerful motivator for Sales, but it is not its only benefit.

The benefits of an effective sales reps policy

• A lever for attracting the best candidates
• A major motivator
• Talent retention tool
• Talent retention tool 
• Improving the employer brand

5 essential rules for determining a sales rep commission plan

"There is no magic formula for building a good commission plan. On the contrary, there are some key principles to bear in mind, and the first is alignment with the company's strategy." 

Aude Cadiot, Revenue Operations Lead at Spendesk

5 essential rules to bear in mind when drawing up a commission pay plan:

• Simplicity. The commission pay system for sales reps must be simple to explain. A complex plan will be misunderstood by managers, and therefore misunderstood by sales reps. Ultimately, if sales reps don't achieve their targets, they don't get their commission pay, which has a major impact on motivation and loyalty.
• Linked to objectives. Commissions must be directly linked to the company's strategic objectives. For example, if a company wants to expand in the United States, it needs to set its sales reps targets accordingly.
• Short payment cycle. To avoid frustration among sales reps, it is important to keep the time between signing a contract and receiving the related commissions as short as possible.
• Fairness and transparency. The company's commission plan must be fair to all employees. This does not mean that it must be the same for everyone, but that it must be transparent and differences must be explained.
• Easy to implement. According to a study by Primeum, comment-remunerer.com and MeteoJob, 55% of companies surveyed felt that their commissions arrangements were not well formalized and detailed. The rules governing the commissions plan must be clear, simple and transparent for all the departments closely or remotely linked to it (finance, HR, etc.). This facilitates its implementation, measurement and execution.

Adapting the commissions policy to each population group

To ensure the effectiveness of a commissions policy, it is crucial that it is tailored to the beneficiaries, and in particular to their specific objectives. In reality, each sales team comprises several sub-teams, each pursuing distinct qualitative and quantitative goals. It naturally follows that the structure of their remuneration differs.

Broadly speaking, here are the various roles that can be identified within a sales rep team, along with their corresponding objectives:

• Account Executives (AEs): Their primary mission is to close new business and/or contracts. Their commissions should therefore be based on the revenue they generate.
• Sales Development Representatives (SDRs): Their role is to generate qualified leads for the Sales Reps (Account Executives), so their commissions should be based on the number of leads generated, the quality of those leads and the potential sales generated.
• Customer Success Managers (CSMs): They are responsible for building customer loyalty. Their commissions depend mainly on their ability to renew a contract, but also to sell additional products and/or services.

The weight of commissions

In order to avoid having a negative impact on the levers of attractiveness, motivation and retention generated by commissions, there are a few rules to be observed when allocating them to the different jobs in a sales reps team:

• SDR-BDR: Commissions between 20% and 30% of the remuneration package 
• Sales: Commissions of between 40% and 50% of the remuneration package 
• CSM-AM: Commissions between 20% and 30% of the remuneration package 

It is important to note that these distribution rules are not universal, and it is essential to adapt them according to:

• Market maturity
• The company's stage of maturity
• The seniority of the employee
• The sales cycle

The amount of commissions

The amount of commissions depends not only on the role, but also on the level of responsibility, the number of years' experience, the sector of activity and the size of the company.

By way of example, here are the practices in terms of median commission remuneration collected by Qobra during its study on commissions (+1800 respondents): 

Communicating commissions 

The final stage, which should not be underestimated, concerns communication. In order to reap the benefits of the work done upstream, it is essential to communicate clearly and transparently. Without this, commissions are likely to have little or no impact on attracting, motivating and retaining sales reps.

Here are a few basic principles to ensure effective communication on commissions:

• Regular communication: Communication is based on repetition, and limiting it to the induction phase is not enough. Frequent reminders of how the commissions work, the rules and the objectives are crucial.
• Pedagogy and transparency: It is imperative to ensure that all commission remuneration models, including the split between fixed and commission, commission accelerators, tiers, etc., are understood by everyone. The reasons behind these choices must be explained transparently, highlighting their alignment with the company's objectives.
• Listening carefully: Commissions only generate attraction, motivation and retention if they meet employees' needs and expectations. That's why it's crucial to listen to them on this topic and take their comments into account. This does not necessarily mean acceding to all their requests, but rather studying them and providing a constructive response.

To increase its impact and ensure that the new commissions plan is fully understood by all, it is essential to diversify communication media and channels. This is the best way to reach all sales reps, taking into account their preferences and the method of communication best suited to them.

By way of illustration, here are some ideas for communication media:

• Article
• Frequently asked questions (FAQ)
• Practical guide
• Information leaflet
• Oral presentation
• Video
• Webinar
• Poster

Next, here are some examples of communication channels for distributing these materials:

• Electronic mail
• Internal messaging (Slack, Microsoft Teams, etc.)
• Intranet or online workspace (Google Drive, Notion, etc.)
• Physics meetings

A simple and transparent policy for commissions

Too many companies complete all the previous steps but manage the topic of commissions with ill-suited tools such as Excel or Google Sheet.

"Excel involves formulas that are sometimes broken, calculations that are sometimes a little opaque because Sales didn't necessarily understand them and, above all, ergonomics that aren't as obvious as Qobra."

Clément Bouillaud, Director of Operations at Partoo

According to a study on commissions in France, carried out by Qobra and Modjo, 68% of employees who use Excel or Google Sheets to manage their commissions are not satisfied with it. On the other hand, 85% of employees who use software dedicated to calculating and managing commissions are satisfied!

The disadvantages of using a solution like Excel or Google Sheets are numerous: tedious manual input, lack of clarity, no link with the CRM and payroll system, poor visibility, lack of sales reps, and so on.

The end result is a lack of commitment and motivation within teams, a loss of time for employees responsible for commissions, a high turnover rate and reduced attractiveness. In other words, these effects run counter to the benefits that commissions are supposed to bring.

How can this situation be remedied?

Adopt a solution such as Qobra, which offers:

• The same degree of transparency for sales reps as for managers
• Follow commission trends in real time, with details for each commission.
• It reduces the back and forth between stakeholders and builds trust between finance, operations and sales reps. It gives everyone instant access to all commission details.
• This saves considerable time, as it saves employees hours of tedious work on an Excel file, with calculations that are difficult to understand and a high risk of error.
• Commission payments are just a click away.
• And so on.

In this way, employees are better encouraged to achieve their objectives and contribute to the company's sales reps.

As evidence of this, according to a study carried out by Qobra and Modjo on commission pay in France, 61.9% of employees using specific software to calculate and manage commissions surpassed their targets in 2022, compared with only 30.1% of those using Excel or Google Sheets.

"Since we've had Qobra, we've seen a 15-20% improvement in target achievement." 

Tomas Hons, GTM Strategy & Operations Manager at Make

3. Belong needs

Having explored the first two bases of Maslow's pyramid - physiological needs and security needs - and associated them with the needs of a sales rep, it's time to discover the needs of belonging!

In practical terms, they correspond to membership of a social group. In other words, family, friends, social relationships, etc. At the level of a sales rep, this third base of the pyramid corresponds to the corporate culture and the team culture!

1. A good corporate culture and team spirit

Company culture is a key element in meeting a sales rep's need to belong, and as proof, according to Glassdoor's Mission and Culture 2019 survey, more than half of employees value it more than salary.

A strong, positive corporate culture can deliver a multitude of benefits that contribute to motivation and business performance:

• Employee commitment. Employees feel connected to the company's values and mission. They are more motivated to contribute to its success.
• Talent retention. Sales reps tend to stay with an organization where they feel valued, respected and where they find a fulfilling working environment.
• Increased productivity. A culture focused on collaboration, communication and employee well-being boosts overall performance.
• Innovation. Employees are more likely to come up with innovative solutions when they feel supported and their creativity is valued.
• Attractiveness for talent. Candidates are looking for companies where they feel comfortable and where they can flourish.
• External reputation. A strong corporate culture can enhance a company's reputation with prospects and customers.
• Alignment on objectives. A well-defined corporate culture helps to align the entire sales reps team around common objectives, which can lead to improved coordination and performance.

Although the benefits of a good corporate culture are promising for the sales rep's growth, finding a culture that matches the company's values and vision is a complex exercise. 

Nevertheless, to achieve this, here is a non-exhaustive list of tips and advice followed by the biggest companies:

• Vision and values: Developing a shared vision within the sales rep team, accompanied by fundamental values that act as a compass to guide everyone's actions and choices.
• Open and transparent communication: Establish open, transparent and regular communication. Share regular updates on objectives, results and challenges.
• A climate of trust: Encouraging sales reps to express their views, ideas and concerns in confidence.
• Celebrate collective success: Identify and celebrate individual and collective achievements to strengthen the sense of solidarity and belonging.
• Collaboration: Organising collaboration, experience-sharing and learning sessions between sales reps to stimulate sharing and synergy.
• Diversity and inclusion: Valuing the diversity of talents, experiences and perspectives to encourage innovation and creativity.
• Training and development: Allocate resources to training and professional development to enhance individual skills and collective effectiveness.
• Pro-personal balance: Respecting the balance between professional demands and the personal sphere, showing consideration for overall well-being.

By adopting these recommendations, the company has all the conditions in place to gradually forge a robust sales rep culture, aligned with the company's values and capable of boosting individual and collective performance.

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4. Esteem and fulfillment needs

According to Maslow's pyramid, the need for esteem and the need for fulfillment are distinct and constitute the last two levels of the pyramid. 

Broadly speaking, these needs relate to recognition, appreciation, success and so on. That's why bringing these two categories of needs together makes sense at sales team level, and in our view, can be represented by SPIFF sales reps!

1. Motivating SPIFF sales reps

These days, the need for esteem and the need for fulfillment are generally linked to financial success, especially for the sales rep population. However, this is not the only criterion for success in satisfying these needs. If sales reps are to surpass themselves in achieving their objectives, they need to be recognized by their managers, their peers and all their colleagues.

Among the existing possibilities of combiningcombining financial (or non-financial) rewards and recognition, only sales reps seem to stand out!

SPIFF sales reps are one of the most powerful motivators for sales teams. They have multiple objectives and benefits: improving sales performance, stimulating sales, reaching new customers or increasing turnover.

And it works: according to a study carried out by ACTIONCO, 81.3% of managers report a real increase in sales when their company organizes SPIFF sales reps.

How do you go about organizing a motivating sales rep SPIFF? 

Here's how it works:

• Define the objective and the problem of SPIFF in order to give meaning to its creation. This objective may be sales-related (targeting high-potential prospects, building loyalty among the most profitable customers, increasing sales in a particular segment, etc.), marketing-related (supporting the launch of a new product or service) or even managerial (creating sales emulation, increasing motivation, getting away from routine, promoting team spirit, etc.).

"Firstly, you shouldn't do SPIFFs for the sake of doing SPIFFs, you should start with an objective, a problem and then launch the SPIFF from that."

Paul Barret, Sales Ops Lead at Glady

• Draw up a list of participants and teams involved in the SPIFF.
• Structure the SPIFF, establish a clear framework. It is important to define concrete objectives, a limited duration, a specific format, a precise theme and a mode of play (ranking, competition, etc.). It is important to adopt an innovative and original theme. The element of novelty and originality has a strong influence on sales reps. It is therefore essential to vary the themes for each new SPIFF. These themes could be linked to sporting events or current affairs such as the Olympic Games or the World Cup.

"By setting up a questionnaire to collect feedback and ideas from sales reps at the end of each SPIFF, there can be some really good ideas."

Paul Barret, Sales Ops Lead at Glady

• Define traceable KPIs. It is important that it is impossible to cheat on these KPIs.
• Set a clear and precise schedule for the SPIFF. Sales reps, managers and sales ops need to be able to refer to it to know what they have to do and what's coming up. In particular, it should include the various communications and animation phases.
• Define a budget for the SPIFF rewards and select individual and group rewards. SPIFFs offer a unique opportunity to strengthen team cohesion. It is therefore crucial to encourage team spirit through collective rewards, while not forgetting to reward the best sales reps individually.

"Like most companies, we have a budget that is allocated each year for sales reps. We then divide this budget by into teams, and we divide it equally according to the number of SPIFFs."

Paul Barret, Sales Ops Lead at Glady

• Promote SPIFF through clear and varied communication. For a SPIFF to be effective, it needs to be animated throughout. The promise of attractive rewards alone is not enough to keep participants motivated. It is essential to regularly introduce elements of interaction to maintain enthusiasm (presentations, milestones, speeches, workshops, competitions, dedicated communication channel, prize-giving ceremony, etc.).

📖 To find out more...

Discover the 10 steps to organising a motivating sales reps!

The benefits of sales reps are numerous, as long as the company follows a clear and strict process for implementing them. However, for the people in charge of organizing them (Head of Sales, Sales Manager, Sales Ops, etc.), the steps involved in implementing a SPIFF are many, complex and time-consuming, from the initial thought process through to the final reporting. As a result, despite their determination and strong commitment, SPIFF sales reps often end in failure...

To address these issues and make sales reps child's play, Qobra has developed a feature within its solution for organizing sales reps quickly and easily. Managers and/or Sales Operations only need to decide among themselves on the rules, participants, objectives to be achieved and rewards!

Participants are then alerted (by email, notifications, Slack) in real time to the progress of the results and the ranking of the best contributors. At the end of each SPIFF, the administrators receive a full analysis of the results.

Qobra provides a real framework for sales reps, and takes charge of running and maintaining them!

The last word...

As Maslow's pyramid explains and demonstrates, whether it's a human being or a sales rep, their needs must be met according to their degree of importance, and it's essential to start with the most vital, most important needs before focusing on secondary needs.

If the steps outlined in this guide are not followed, it will be impossible for a sales reps team to achieve the objectives assigned to them! 

As the psychologist Maslow explains, each need must be satisfied before the next can be met. It is also important to continue to satisfy each need throughout the life of a sales rep, otherwise the pyramid collapses.

Among all the needs discussed, commissions and sales reps were addressed, two areas in which Qobra supports numerous companies around the world, including Sodexo, Natixis, Celonis and Doctolib. 

Thanks to Qobra, all these companies no longer have to worry about perfectly meeting the needs of their sales reps - Qobra takes care of that for them!