Sales force incentives at service sales corporation
Case overview / Abstract
The case is about restructuring of the sales force compensation system at Service Sales Corporation (SSC), a large shoe retailer in Pakistan. The organization went through many changes in its supply chain management starting in 2001, when a new COO, Omer Saeed, took over. There was a major increase in sales and the number of shops, and a decrease in the number of salesmen per shop with the net effect that some salesmen were drawing a compensation of ₹25,000–30,000 per month (standard salesmen salary in smaller shops was ₹8,000 per month). When the new COO Amer Mohsin joined in 2009, he was faced with the challenge of designing a salesmen compensation system that was in line with the growth of the organization. The case provides an opportunity to understand how different compensation systems are required as company dynamics change.
Organizational Change, Restructuring Salesman Compensation Management, Retail Management, Sales Force Management
Business Services Sector
Benefits and Compensation | Business | Human Resources Management | Sales and Merchandising
Faculty / School
Faculty of Business Administration (FBA)
Department of Management
Was this content written or created while at IBA?
Asian Journal of Management Cases
Rana, A. I., & Mumtaz, M. K. (2017). Sales Force Incentives at Service Sales Corporation. Educational and Psychological Measurement, 14(2), 1003–1017. https://doi.org/10.1177/0013164492052004025
Rana, A. I., & Mumtaz, M. K. (2017). Sales force incentives at service sales corporation. Asian Journal of Management Cases Retrieved from https://ir.iba.edu.pk/faculty-teaching-cases/11