Is integration affecting your back-pocket?

Cross platform integration is not a new idea and in-fact for some companies it’s become a hollow catch-cry despite the massive upside for Clients.

So what’s holding these companies back?

One of the factors prompted me to think back to being around 9 years old. My father and I went to the golf course every Thursday afternoon and rather than playing, my role was to pick-up the practice balls Dad chipped onto the green. A father/son activity, yes, more-so a way for Dad to perfect his game and for me to earn $10 pocket money.

It was even fun when my younger brother started joining us – although while Dad’s game was getting better from hitting all the extra balls, he wasstill only willing to pay out $10. Suddenly I had competition for my $10!

Valuing my pocket money (and perhaps displaying a Machiavellian streak) I created reasons for my little brother not to come along, “He’s too small”,“He’s naughty to the other golfers”.

The outcome? My father stopped us both from practicing with him, he’d rather let his game slip as we were both too much trouble!

The back-pocket

Apart from the obvious poor brand, profitability and cultural arguments, the idea ofthe back-pocket’ is a massive factor affecting integration. Specifically, when it comes to cross-platform selling, the performance management and remuneration structure needs to support behavioural actions to meet objectives.

Does your organisation have mottos like “Digital First” on the wall? Plenty of nodding in meetings but little follow-through? A disconnect between goals and actual behaviour can often be traced back to the structure of remuneration and recognition & reward programs.

This disconnect is costly – companies with a strong link between enterprise strategy and rewards programs generate a shareholder return almost 40 percent higher than competitors without such strategies.

How are your Sales Executives currently remunerated for selling across platforms? Are they encouraged both behaviourally and financially? Or does selling-in another platform – whilst great for the Client and your Company overall – actually burn a hole in their back pocket through less commission, leaving them to act like a 9 year old desperately attempting to hang onto $10?

One company which seems to have got it right is Poland’s Agora Group who recently merged their Digital and Print Sales Teams and restructured their remuneration – leading to a 60% boost in Revenue. Sadly for many Australian companies the merging of digital and print sales, or even different broadcast medias, has not resulted in such a boost in sales.

In your next meeting, look around – compare the “nodders” with their actual behaviour and results – you may be surprised!

Join in the conversation now on Twitter by using the #nodders