Download insights from IRCG’s experts

Sales Force Compensation in Distribution: Challenges and Solutions by Mike Emerson Cover

Sales Force Compensation in Distribution: Challenges and Solutions

This report covers how sales compensation programs can be developed that support evolutions in selling roles without diminished risk or opportunity for program participants.

five keys to unlocking profitable growth

Five Keys to Unlocking Profitable Growth

A market access strategy provides a framework for distributors to align their investments with real opportunities for growth.

crossing the chasm

Crossing the Chasm: Lifestyle vs. Professional Management: What’s the Difference?

Many distributors have faced or are facing the challenge of deciding whether they want to transition from the classic lifestyle business management that evolved from the entrepreneurial roots of their companies to professional management.

how to go from too many to just right

How to Go from Too Many to Just Right: How manufacturers can evaluate and optimize their distributor networks.

Manufacturers are always struggling with whether or not they have the right distribution plan. They want to understand if they have the right number of distributors and if the distributors that they have can meet their needs. At Indian River Consulting Group we recommend a four-step process to help manufacturers properly evaluate and optimize their distributor network.

The Gorilla in the Room

The Gorilla in the Room: Why Field Sales Must Evolve & The Future of Relationship Selling

How customers buy is challenging the traditional role, function and purpose of the distributor field sales position. But many distributors have resisted changing their approach to sales for fear of losing sales reps, customers or both to the competition.

the sales rep of the future

The Distribution Sales Rep of the Future: How to build a sales model that adapts to the way that customers want to buy

Most wholesale distribution field sales reps are still doing things the same way they were done back in the ’70s. And most incentive plans are still based on a percentage of gross margin generated within the rep’s assigned customer base. All of this takes place despite the fact that how customers buy is changing. So why has the field sales function remained largely unchanged? How can you ensure the money you’re spending on field sales reps is being spent wisely?