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“You cannot afford to overpay or underpay salespeople. Mark Donnolo knows the strategies and the formulas that work. What Your CEO Needs to Know About Sales Compensation will align the C-level and the front line, the compensation and the strategy, and help enhance the profit, the morale, the retention, and the growth of your company. It will also balance the power between salespeople and the rest of the company. This book is a MUST read, MUST do!”

— Jeffrey Gitomer, author of The Little Book of Leadership and The Little Red Book of Selling

“Executives can miss the reality that, at the end of the day, the sales force is their biggest growth engine and a very valuable asset to the company. This book is very important because it shines a light on the strategic connection to sales compensation and starting the conversation for senior leaders.”

— Jeff Connor, Chief Growth Officer, ARAMARK Global Food, Hospitality and Facility Services

“What Your CEO Needs to Know About Sales Compensation offers practical, high-impact advice on constructing effective sales compensation plans. In addition to his own analysis of the subject, Mark Donnolo also includes thoughts and stories from executives in high performing sales organizations on the sales compensation challenges they’ve encountered over the years, sharing what they’ve learned and how they’ve crafted successful sales compensation plans that make a substantial impact. If you buy only one book on this subject, this should be the one!”

— Stephen J. Bistritz, Ed.D., coauthor, Selling to the C-Suite

“Talk about timely! The Big Data explosion has the executive suite more interested in sales effectiveness than ever before. Mark Donnolo has done a wonderful job tying all the pieces together in a very readable format. Too often the C-Suite’s answer to sales challenges is changing sales compensation mechanics. What Your CEO Needs to Know About Sales Compensation does a great job explaining the sales compensation continu-um’s interdependencies. Most senior leaders do not appreciate that solving one aspect of the continuum is not the right answer. As Mark explains, there are over a dozen variables that must be interconnected for a successful sales compensation plan.”

— Ian Levine, Senior Vice President, Sales Strategy & Operations, Iron Mountain