Vue Software

Tag Archive for 'strategy'

Exclusive Interview with Christopher Cabrera of Xactly, on Centive Acquisition

1 Star2 Stars3 Stars4 Stars5 Stars (25 votes, average: 3.08 out of 5)
Loading ... Loading ...

Christopher Cabrera, Founder, President and CEO of Xactly

Xactly Corporation completed the acquisition of Centive barely a week ago. Christopher Cabrera, Founder, President and CEO of Xactly, tells us what this acquisition bodes for Xactly and the SPM SaaS market.

LeapComp: Hi Chris – congratulations on the news!
CC: Thanks, Julien. It’s an exciting time for Xactly and the on-demand sales performance management market.

LeapComp: How long have you been planning to acquire another company? Was the state of the economy a catalyst for the acquisition?
CC: As a fast-growing company, we are always looking for ways to accelerate market share and customer value. And when the opportunity arose with Centive, we saw that the synergies of combining our two businesses would offer significant value to customers, partners and prospects.

As for the state of the economy, SaaS in general is experiencing a surge in adoption rates because the model makes good economic sense, while sales performance management applications in particular make good strategic sense. The combination of Xactly and Centive will result in even stronger on-demand SPM solutions that will provide value – in both good and challenging economic times – to companies of all sizes, across virtually every industry.

LeapComp: Why did you choose to acquire Centive in particular? Were other companies also considered?
CC: Like Xactly, Centive is a 100% on-demand company focused on SPM, and a strong player in the market. We speak the same language, share similar cultures and we frequently approached the same prospects. In acquiring Centive, we can very quickly increase the scale and functionality of an already broad on-demand SPM product portfolio.

LeapComp: How does Xactly’s acquisition of Centive impact the SPM market? How will Centive fit into Xactly’s strategy?
CC: The acquisition significantly strengthens the on-demand sector of the SPM industry – which is the fastest-growing area. Customers looking for a pure SaaS solution can have confidence in the viability of a well-capitalized company committed to delivering the broadest and richest suite of SPM functionality.

At the same time, the acquisition meets Xactly’s own strategic needs as we offer a unified SPM product platform that will address important product opportunities and enable us to focus even more strongly on innovation and growth strategies. The acquisition also provides us with enhanced distribution through a broader partner ecosystem, and strengthens our go-to-market resources through broader sales and services coverage.

LeapComp: What do you believe will be your greatest post-acquisition integration challenge?

CC: Customer satisfaction will be our top priority. Xactly has traditionally had very high customer-satisfaction and renewal rates. We’re reaching out now to every Centive customer and partner to communicate our commitment and our plans to make this a smooth transition with minimal disruption. We have communicated that we intend to support both product platforms for a minimum of 18 months while we work towards a unified product roadmap.

LeapComp: With this acquisition, who do you see as your biggest competitor?
CC: Our greatest competitor is, and always has been, organizations’ use of spreadsheets and other manual methods to manage incentive sales compensation and sales performance. The vast majority of companies are still stuck in this paradigm, much to their disadvantage. Economical SaaS solutions like Xactly’s make it a lot easier and more cost effective to automate these processes, become more strategic in managing incentive compensation, and ultimately boost sales performance compared to far more costly, legacy, on-premise software solutions.

LeapComp: What is the combined Xactly and Centive product roadmap? What are the future plans of Xactly?
CC: Xactly will spend the next several weeks carefully evaluating the technologies before determining a unified product roadmap. During this time, Xactly will support both product platforms – Xactly Incent with add-on modules and Centive Compel – for a minimum of 18 months to ensure ongoing customer success and a seamless transition to new features/functionality and products. The ultimate goal is to provide the best of both products within a single interface for customers.

LeapComp: How is the transaction between Xactly and Centive expected to benefit current customers of both companies?
CC: Customers will have a larger, stronger company to partner with, possessing more resources to meet customer needs and ensure their success. The combined companies will drive market leadership by offering the most robust SPM platform on the market, and by accelerating innovation across the SPM spectrum – all to the good of customers.

LeapComp: Until both solutions and client base are “merged”, will new customers still have the option to choose one of the solution, or is Xactly Incent now the only option?
CC: As we move to a unified product roadmap, we are encouraging prospects to select the platform that best meets their requirements and will help them determine which solution is the best fit for them. We will ensure that investments made by new prospects will be preserved, and will deliver feature enhancements for Centive Compel customers as they have been committed to customers.

LeapComp: In 18 months, when the solutions as we know them today are no longer supported, is there a risk that any re-implementation will be required for either or both of Centive or Xactly’s customers?
CC: Details on a migration program, should it be required, will be communicated once a unified product roadmap is determined. It’s our intent to minimize disruption. Ultimately, the customer will come out ahead as we intend to provide the strongest possible solution on the market.

LeapComp: Chris, thanks for your time and good luck with the challenges ahead!
CC: Thank you. We’re looking forward to a great year.

Tags: , , , , , , , , , , , , , , , ,

Related Posts:
Centive
BREAKING NEWS – Xactly acquires Centive

Incentive Compensation and Total Reward Strategies During a Recession

1 Star2 Stars3 Stars4 Stars5 Stars (1 votes, average: 4 out of 5)
Loading ... Loading ...

With the state of the economy, it is no surprise that most companies are rethinking their reward strategies. In a strong economy, one of the major arguments in favor of incentive compensation is employee retention. During a recession, the main argument is to keep employees motivated.

Many companies have different philosophies when it comes down to rewarding their employees. Some of them are currently looking at cutting costs, cutting incentive programs, cutting rewards, cutting travel, increasing quota amounts, etc. Others, on the contrary, are looking at reducing base pay, and to increase incentive compensation; they figure that if employees are only paid for performance, then they can afford to pay them. Then there are those who don’t currently pay commissions and start thinking that it could be a pretty good idea. Finally, there are many companies who are not necessarily looking at transforming their incentive compensation plans, but are looking at making them work better.

To have a better idea of how various companies are reacting to the economy, let’s look at some survey results.

Ann Bares posted about many studies conducted by Hewitt (411 organizations), Watson Wyatt (248 organizations), Mercer (190 organizations, based on yesterday’s WSJ article), WorldatWork (members only, 698 members responding to a Quick Poll) and BLR (Business & Legal Reports) (518 organizations).

Paul Hebert also posted about changes in the incentive industry, commenting on a few surveys from the Incentive Research Foundation.

I think the most interesting survey is the one from Towers Perrin. With over 450 companies participating to the survey in October, it shows how 39% of the participants were somewhat likely to very likely to reduce annual incentive/bonuses and how 18% were planning to reduce the number of participants receiving long-term incentives.

One of the big questions is, why would companies cut into their variable compensation programs in a down economy, when it is such a great tool to control payouts against actual performance.

As Ann pointed out, the only good reason to take “take a hatchet to their plans” is to get rid of discretionary plans not tied to measurable performance results, or to get rid of poorly designed compensation plans.

How should all these surveys be interespreted from technology perspective?  My interpretation is that companies may have less budget for new large IT projects, but on the other hand, it could be easier to justify the need for effective sales performance tools…  so while I don’t expect there will be a huge growth in the industry in 2009, I think it will maintain itself.  From an implementation perspective…  there should be a lot of work from implementing new plans, enhancing existing compensation plans, integrating systems from all the larger mergers that took place in 2008, etc.

I often get asked about if I think the SPM vendors will survive this economy, and I don’t see why not… if the company fundamentals are strong enough to re-assure people considering them.  One thing is for sure, it will be an interesting year!

Tags: , , , , , , , , , , , , , , ,

Related Posts:
World at Work Total Rewards Conference & Exhibition
Woohoo! Some companies are starting to get it!

Commission, Bonus or Entitlement?

1 Star2 Stars3 Stars4 Stars5 Stars (2 votes, average: 3 out of 5)
Loading ... Loading ...

Commissions and bonuses should be mechanisms to reward outstanding performance, a certain behavior, and concrete outcomes.  They are likely to fail when they become perceived as an entitlement, which means they are no longer considered as a special reward.  Eventually, the organization might decide to take away that “entitlement” to reinstate it as a reward – the way it was intended to be – but that’s when employees are likely to react in a very negative way.

I learned this very early on when I had just graduated from University.  Almost as soon as I graduated, I bought a small 3 bedroom townhouse, and I rented one of the rooms to a guy I’ll call Joe (this is a fictional name so he won’t try to sue me for defamation).  After living with Joe for several months, I got tired of seeing his dirty dishes, clothes on the floor, and I also wanted to encourage him to do his share of the housekeeping.

So I told Joe, “I know that you don’t really care about keeping the house very clean, and since you are paying me for rent, I can’t really force you to clean up after yourself, but I really wish the house was cleaner.”  So here was my proposition: “How would $50 off your monthly rent incite you to keep the house clean”.  Right away he said “Of course!  Great idea!”  So we sat down and made a list detailing the responsibilities and schedule for the various housekeeping activities, including day-to-day expectations.

The house was clean for the first month, and I gave Joe 50$ back for that month.  Joe wrote me post-dated checks with the new amount for the rest of the year.  The only problem is that in the second month, he started to slip some tasks.  On the 3rd month, many items on the list were being ignored.  On the 4th month, it’s just like if we did not have a list.

On the 4th month I said “Joe, our agreement is obviously not working, please give me the $50 you owe me”.  I probably should have said something sooner, but I did not, and this resulted in a big fight.  Joe started to look for a new place the next month; not because I kicked him out, but because he was no longer happy.
I learned with this one “employee” and one “reward plan” that it is important to set clear expectations (clean up after himself), offer constant performance feedback, and to make sure it stays clear that the payment (reduced rent) is only something that will take place upon meeting these expectations and performance level.  As I discussed before, set clear performance indicators (KPI), and ensure that they are measurable objectives.  Following this advice will help keeping employees happy and potentially increase the retention rate.

There are many real-life professional examples of rewards being taken away, particularly now with the economic challenges, causing employees to react.  This ranges from Google taking out their “free food” program, to many companies getting rid of their share purchase programs.

Tags: , , , , , , , , , , , , , ,

Related Posts:
Common Pitfalls in Sales Compensation Design
Canada Public Service’s Bilingualism Bonus