sales compensation commission vs. bonusOne question you might be asking yourself is: Should I be paying my sales team commissions or bonuses? The terms commission and bonus are often used interchangeably, but in fact, they are quite different. So, what is the difference between a commission and a bonus and are your sales compensation models out of alignment?



By definition, commission is a percentage of a sale that is measured in either units or dollars of revenue. In other words, for every $1 the sales person delivers in revenue, they earn X%. This model is often deployed for sales hunters (100% new logo acquisitions), contract sales reps and broker models. Payouts are typically distributed monthly. The right time to deploy a commission-based sales compensation model would be when:


  • A company is in high growth mode
  • The company goal is heavily revenue-driven
  • There are no assigned territories
  • The sales cycle is short
  • No base salary is paid (or it is very low)
  • Setting clear quotas is not possible



A bonus is an incentive that is paid when an individual meets performance criteria against a specific goal. In this case, someone achieves a revenue milestone of $10,000 and is paid $1000 as a result. Examples of roles where bonuses are paid might be Account Managers, Portfolio-base sales roles and Key Account roles. Situations when you would deploy a bonus-based sales compensation model would be:


  • A company with moderate or slow growth
  • Sales’ focus is based on more than net new revenue, like preserving an existing revenue base
  • Other Management by Objective (MBO) goals exist (gross margin, customer satisfaction, customer churn)
  • Territories exist, but are unbalanced in terms of potential
  • The sales person’s influence in the sale is not directly tied to closing it
  • There are multiple people on the “selling team” who contribute to the end result


Even though commissions and bonuses are very different, they are not mutually exclusive. There are situations where applying both to your sales compensation model makes sense. For example, a company that has reps managing a base of legacy revenue while selling new products and services to new markets might deploy a bonus for the legacy revenue and commissions or SPIFs on revenue in the new markets. One thing is for sure: If you are out of alignment with your incentive models, you will not meet your goals.


Are you deploying the appropriate incentives to achieve results with your sales force? Please send me your feedback in the comments area below.  In my next two posts, I will explore different payout options for commissions and bonuses and how you might evaluate each when designing your FY12 sales compensation models.



Ryan Tognazzini

Works closely with B2B companies to solve strategic business problems so that they will make their number.
Learn more about Ryan Tognazzini >

Ryan joined SBI in 2010 as a Senior Consultant. Since then, he has worked extensively with emerging growth technology companies, including SaaS, enterprise software, systems integrators and OEMs. Additionally, Ryan works alongside numerous private equity investors, performing both sales and marketing due diligence and organic growth initiatives inside their portfolio companies.


Among a long list of accomplishments, he developed and implemented a sales and marketing strategy that resulted in the turnaround of a $1B IT integration clients. He executed organic growth initiatives to help a $100M software company achieve 40%+ year-over-year growth in preparation for an IPO. And he worked with a $1B enterprise software client to transform their sales and marketing go-to-market strategy for their cloud and SaaS offerings. Not surprisingly, in 2014 he was voted SBI Employee of the Year by his peers.


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