1,000 sales = $10,000. That's our KPI. The key principle: only when the KPI exceeds the fixed salary does an employee's effectiveness rise. Control and structure the sales team correctly, and results follow. With 14 sales managers, we did 400 sales in one month.
What happened when the KPI was removed
On one project (VISAINFO), the sales KPI was removed and we didn't interfere with the sales team. A month passed — in that month 4 ROPs (heads of sales) changed, 300+ sales were done with 35–45 managers, but the system was unstable.
The reason is simple: not working with numbers — ignoring employees' work hours, sales conversion, and motivation.
The fix: control hours and numbers
Control work hours and clearly set how many hours are worked per day. For example, 9 to 6, minus a 1-hour lunch, is 8 hours of work; require at least 4 of those to be on the phone. And always measure: how many leads were given in a day, and how many became sales? In a week? In a month?
The fix: motivate the salesperson correctly
There are two rules for motivating a salesperson. First — when hiring, pay attention to how much they need money, but also consider that they won't break their principles for money. Second — identify their problem and set a goal around it, or create a new need.
For example: a salesperson needs $500 a month. Make the base $300 and the KPI $1,000, and give them a roadmap of exactly what to do to earn the $1,000 KPI. Then they work for themselves.
Conclusion
A sales team isn't built by "just gathering people" but with numbers: clear KPIs, controlled work hours, measured conversion, and correct motivation. Then even a small team delivers big results. This isn't a course — it's experience: take it, apply it, and benefit.