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ActekSoft ACom3 Review Part 2

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In this second part of the ActekSoft ACom3 Sales Performance Management solution review, I will focus on some of the concepts that make this solution a particularly good fit for insurance clients. The first part of this article is here.

Management of producer (payee) data
The insurance industry has very challenging requirements regarding producer (payee) data. ACom3 supports an unlimited number of direct and indirect hierarchies with no limits on the number of levels it contains (some of ActekSoft’s clients pay more than 20 levels). ACom3 also has an integrated license and compliance module which can easily manage logic for compliance violations.

Communication / Workflow
ACom3’s correspondence module can be setup to automatically send letters or emails on demand or based on conditions configured the system (for example in can send an e-mail when a license will expire in a certain number of days, or when a debit balance exceeds a certain dollar amount). The workflow module can be leveraged to facilitate and streamline internal and external communications.

Unearned Commissions
ACom3 provides built-in features to facilitate logic to handle unearned/future commissions such as annualized payout and advanced payment with automated charge backs for policy terminations that take place while there is still an unearned commission balance on the advance. ACom3 also has a reserve feature which holds back a portion of the advance payment to offset future chargebacks.

Scalability
Unlike many other industries, the insurance industry always requires computation at the transactional level and not at a summary level. Because of the volume of transactions and often complex hierarchies which can transform an originating transaction into an additional 10 or 20 transactions, efficient scalability is critical. ACom3 uses the concept of work units which can distribute processing across multiple servers and processors.

Insurance specific concepts in Formulas
Compensation formulas contain many insurance specific concepts such policy age and policy age/holder age calculations, a wide range of performance based tiering options, and the ability to tie advances and automated charge backs to calculations.

Strong Retroactive Capabilities
Retroactive processing is particularly important to the insurance industry and ACom3 supports in excess of 20 retroactive objects that allow the system to reverse and reprocess transactions for as many periods back required. Retroactivity is often required to resolve incorrect assignment of producers to a customer or policy, incorrect hierarchies, the use of an incorrect schedule, etc. ACom3 marks all transactions that need to be reprocessed in prior and current periods to ensure that tiered based payments are correct.

Security and Audits
Data confidentiality and security is highly regulated in the insurance industry. ACom3 was built with these requirements in mind and offers strong security and audit functionality, audit reporting, secure data transfers, and encryption out of the box.

Final Thoughts
Overall, I was impressed by the richness of ACom3. The size of the company could have been a concern for potential clients, but with Callidus now standing behind ActekSoft, this should no longer be a concern. The new challenge which ActekSoft will have to manage is to retain the same level of client-focus they have demonstrated in the past for their current and new customers.

While I found that ACom3 is not the ‘sexiest’ application, several improvements were recently made to its user interface with its release version 6.0. ACom3 provides several insurance specific features, and its focus on transactional processing makes it a solution worth considering for many projects.

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Ventana Research Sales Performance Management Value Index

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Ventana Research recently released their Sales Performance Management Value Index 2009 research paper which benchmarks four leading SPM solution suppliers and their solutions.

Unlike the Gartner SPM report which I have discussed a few times, the Ventana Value Index evaluates how well vendors’ offerings meet buyers’ requirements for software that enables and supports Sales Performance Management. The Index evaluates the software in the context of seven key categories: adaptability, manageability, reliability, usability, functionality, total cost of ownership, and return on investment.

You can jump on their website to download the executive summary after a quick registration.

The research notes that there are 5 vendors providing solutions across the sales performance management spectrum: Callidus Software, Merced Systems, Synygy, Varicent Software and Xactly Corporation. The other solution providers were out of the scope because their offerings are too broad (focus on CRM and Sales Force Automation) or too specific (focus on only a certain area of SPM or on a specific industry).

As expected, after compiling the weighted scores for each category, the value index difference is within 1% for the top 3 vendors (Callidus, Varicent and Merced), with Xactly lagging only a few percents behind. Most categories yielded very close results, with the largest (but still small) gaps in the capability and validation categories.

These results are not extremely surprising since the research focused on how well the SPM offerings met the buyers’ requirements, and since most SPM solutions offer very similar core functionality. However, this doesn’t mean that there are no significant differences in how, or how well the solutions handle various SPM requirements.

As for Synygy, some things could be inferred from a company concerned to be benchmarked against competitors by an independent research firm.

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Ready, Set, Go!

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In most cases, an SPM implementation leverages several consultants (as I posted before, either from a 3rd party consulting company specialized in Sales Performance Management like OpenSymmetry, a large IT consulting firm like Accenture, or directly from the solution supplier).

With a very aggressive implementation schedule, and a significant investment in time and money, it only makes sense to want the consultants to perform at their maximum efficiency. That’s why several ‘things’ should be ready before the clients arrive on site.

Internet Access: Some clients think that Internet is not a necessity. They might be right, but having access to the web and to e-mails can significantly improve performance.

IT Access: Access to different system areas are required; a database administrator will need access to the databases, an ETL designer will the password to the ETL tool, comp designers will need access to the comp solution, etc. Some software and security certificates might need to be installed, or maybe the consultants will need a network ID. It sounds trivial, but I’ve been on projects where it took weeks to get the proper access to these resources.

Facility Access: A visitor pass and an escort might be sufficient for a few days until the real pass is ready, but if this stretches so long, it will be a major inconvenience for the consultants. Consultants tend to work long hours, so this pass should also work after hours.

Work Space: Consultants don’t need fancy offices, but they will need somewhere to work. Sharing a cubicle is OK, but asking 10 consultants to work in the same small windowless and non-ventilated room is a recipe for unhappy and unproductive consultants.

Phone: Unless everyone on the team is located in the same building, on the same floor and within shouting distance, having access to a phone is important.

Subject Matter Experts (SME) Availability: An SPM implementation always represents a time investment for the client. It is surprising that often, the client is not available to answer questions, attend meetings, etc. The list of SMEs / project contacts should be compiled ahead of time and provided to the consulting team.

Project Information: The consultants will, of course, also require relevant project information such as the project scope, compensation plans, data, reports, etc. This is the area where there is the most room for improvement.  Many companies don’t realize exactly what is required for the implementation to start, and consulting companies sometimes don’t communicate this very well or ahead of time.

In my experience, getting these things right will not only help speed up the project, it will also set the tone for the entire engagement and contribute to getting the project to the finish line on time.

I just started a new project two weeks ago and this client has been exemplary. Everything was ready before I arrived on-site, and they even prepared a cubicle for each member of my team with our names on it! Since I started consulting, this is the first time I don’t have to print out my own name and pin it to the cubicle’s wall.

These little things are sometimes all what a consultant needs to be motivated.

Contact me if you would like to receive a readiness checklist for your SPM implementation or if you’d like to discuss key readiness elements to kickoff your project.

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Excentive Incentive Management Review

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Here is my latest Incentive Compensation Management application review. This week I am reviewing a relatively unknown (in North America) solution called Excentive Incentive Management.  Excentive was incorporated in 2002. Since then, they have gained a lot of popularity in France and have signed major clients such as Canon, Orange, and Air France. Earlier this year, they raised 700,000 Euros ($880,000 US) to accelerate international growth, part of over $1 million raised in recent months to fuel global expansion.

They also assembled an additional team driven by 10 seasoned managers active in the globalization of companies such as SAP, Hyperion, and OutlookSoft. One of their key target markets is of course North America, so we may soon start seeing some Excentive implementations over here if they can overcome some major challenges ahead, namely convincing prospective clients that they have the capability to deliver and support their implementations in the US, and that they are financially stable.

What is particularly interesting about the Excentive solution is that it includes performance management modules in addition to the sales performance solution. It makes it easy to compensate employees based on MBO campaigns. It’s a very flexible solution which can be a good option for as few as 50 payees, to as many as 50,000 payees, and it can be deployed on-premise or hosted.  Excentive Incentive Management is deployed across industries, and some implementations can process as many as 2 million transactions daily.

From the “regular” employee perspective, the application mostly consists of a repository of reports. These reports can be configured and customized by an administrator, but standard reports exist for most common information such as commission statements and performance review results.

Employees can also see the details of their compensation plans and can easily find out which commission was paid and find out if any transactions are missing.

Managers have access to additional information such as their team’s performance, salaries, etc.

Managers can also consult their employee’s records containing information about their past performance such as commissions earned in previous periods.

In addition to reports, managers can edit some of their team’s information including new salary figures, bonus values, based on constraints configured by the administrators.

One of the biggest features for managers is to be able to provide rating for their employees’ performance and to reuse all that info in a salary review process or a stock option allocation exercise, which are also supported by Excentive.

Finally, let’s look at some of the configuration of the solution, from the administrator’s perspective.
“Campaigns”, or the performance management component, can be configured in a few clicks from the campaigns menu.

Bonus and commission rules can be configured easily in a 3-step process. First, the properties of the rule are setup which includes the name of the rule and the dates for which it is effective. The rules engine can thus access the quantitative data (eg. sales by product/territory/period , margins, etc) as well as the quantitative performance indicators (eg. team spirit, customer loyalty, etc). This allows the calculation of the incentive (commission) as well as the bonus. Rules can be used for the classic earnings calculations as well as for recommendations and simulations.

The criteria step consists of specifying the conditions which must be met for the commission to fire.
This formula can be typed in, or created by clicking on the functions and other information stored in the database.

The resulting calculation is configured in the same way as the condition.

The reports we have looked at so far were all numbers presented in a tabular format, but it’s also possible to integrate visual elements to dashboards and reports.

Excentive’s solution also includes integrated modules to perform more complex tasks:

  • Hierarchy Manager: combine different dimensions such as region/office/people into multiple hierarchies necessary for workflow and approval processes.
  • Pool Manager: create teams and delegate ‘people-to-team’ assignments to local managers.
  • Mobility Manager: spot team changes and transfer people between departments/managers. Manage partial, time and team depending compensations
  • Culture Manager associate people with language, currency, location
  • Environment Manager which is a secure and fast way to move an application change from a development environment towards a test or production environment

Overall, Excentive is a slick web based application which shows a lot of promise if they can inspire enough trust from prospective clients. Since all modules are integrated in one solution at no additional cost, Excentive could be a good play for clients looking for not only incentive compensation management, but the entire spectrum of salary and performance management. Now could be a good time to negotiate a favorable price from the vendor, given that they are aggressively trying to enter this North American market.

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Tips for SaaS Contract Negotiations, and Knowledge Transfer

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I came across an article this weekend which I found very interesting. “In SaaS contract negotiations, focus on customization, future pricing” offers a few tips on negotiating SaaS contracts.

Tip 1: Before investing in a lot of customization work, figure out how to take it with you if you switch providers
Tip 2: When writing the terms of your initial contract, negotiate renewal terms
Tip 3: Make sure there is room for renegotiation in your exit clause
Tip 4: Write in compensation terms for use of your data
Tip 5: Work with your legal team on the terms that will allow you to break the contract

I think that the most useful piece of advice is part of tip # 1. If you read the article, it says to document the customization made, and to ensure that the third party system integrator helps you with the transition.

Knowledge transfer is not something that happens near or around go-live. Knowledge transfer is not something that takes place when the implementation partner is about to leave. Knowledge transfer is not something that is done only in case that you need to switch to another solution.

For a project to be successful once it is deployed, knowledge transfer should take place throughout the project lifecycle. Most Sales Performance Management solution implementations rely on the vendor or on a 3rd party system integrator to configure the solution. This is the perfect opportunity to work WITH the experts, and learn as much as possible on how to implement and maintain your SPM solution.

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Makana Solutions Launched Web Portal

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I reviewed the new SPM solution Makana Motivator Pro earlier this year, and noted that there was a big piece missing; the portal.

One of the main advantages to implement an SPM solution is to increase visibility. Sales reps should perform better if they know exactly how they are performing, what they need to focus on, how much commission they have earned, etc. Managers also need to know how their team is performing, what could be done to improve their performance, who are the top/bottom performers, etc.

I also noted that the Makana portal was planning for the end of January… And it was delivered, as promised, on time. Before the portal, Motivator administrators had to send reports by e-mail. Now, users can just log in and access all of this information.  Not only does this reduce the burden on the administrator, it also provides more timely information to the reps.

As with the dashboards of other solutions I have reviewed, the Motivator Pro reports are interactive and allow to “drill down” the results to the transaction level. This is what the portal and the reports look like (click to enlarge):

Commission and Incentive Pay Statement – Transaction Detail

Commission Statement – Summary Information

Team Summary Report

Team Ranking Report

The portal still lacks some functionality observed in other solutions such as the ability to customize the reports to display company-specific information, a modeling feature to allow reps and administrators to play “what-if scenarios”, an “issue resolution” tool for reps to report problems with their commission, a plan communication feature to distribute plans to the reps through the portal, etc. But even with these pieces still missing, the web portal is a great step in the right direction!  It’s a great addition for Motivator Pro users and provides neat reports out-of-the-box at no additional cost.

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