Reducing sales compensation for bad debt

How do most companies handle sales compensation when there is a write-off for bad debt. Do they charge them back on the cost the company is out, or the gross profit they would have made if the customer paid?

Most of our clients do charge back the sales credit for deals (or portions of deals) that are written off for bad debt. If you are paying based on the sales value, then the sales value is what would normally be reversed. If you are giving sales credit and paying based on deal margin, then the margin value of the deal that was originally credited (or an appropriate fraction of it if the write-off is partial) is what is reversed out of sales credit. The tricky part is whether you reverse either (1) the compensation that was earned on that deal at the time it was credited, or (2) the sales credit for that deal so that it reduces compensation in the measurement period in which the credit is reversed. The right answer to which of these to implement would be based on the detailed mechanics of your compensation plan.

What is the best way to compensate for multi-year maintenance contracts, including Managed Services?

The first question about the multi-year maintenance contracts is whether the role for which you're compensating is a new business role or an account management role. If its primary focus is gaining new business (new name accounts, or as some say "new logos"), and if there is a capable account/project manager to take the relationship once it's established, then you'd like to pay the sales person relatively close to the time of the signing of the contract for the new business. A typical arrangement might be 50% paid once the contract is signed + 50% paid once the service is stable and the monthly/quarterly fees are coming in (perhaps 3 - 6 months later, or based on achievement of a specific milestone). The sales credit which forms the basis for the payment should take into account the annual value of the contract and the contract term. One common approach is to credit 100% of the first year value + 50% of the 2nd and 3rd years, with less or no credit for terms beyond 3 years. In addition, the expected profitability of the deal may also affect sales credit to the extent that the sales person controls pricing and the profit can be reliably predicted. This doesn't address all the issues around upsells, renewals, contract extensions, etc., which would also have to be addressed.

If the role to which you refer is more of an account manager who lands the business only to manage the account and grow the relationship over time, then the ideal measure is recognized margin (the margin value of the revenue recognized). If margin is controversial or hard to measure or calculate on an account by account basis, then revenue may be the better measure (and it is certainly the more common measure for this reason). In this case, the person may be paid based on attainment of a quota customized for their book, or based on growth in the value of the assigned book over prior years (through more volume to existing accounts or addition of new accounts).