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PL_HCM202.zip (BUILDER-INGRESS) - 2025-03-31T10:12:11.000Z

Illustrating Value Creation with Sales Performance Management through Customer Examples

<div id="content"><p tabindex="0">See how PetSmart is improving the commissions experience and achieving desired business results while supporting 9 incentives programs across 20,000 associates.</p><div class="kalturaVideoLessonWrapper"><div aria-label="" class="kalturaVideoLessonContainer" data-testid="video" id="1_co8e9kwy"></div></div><p tabindex="0">Key takeaways from this video:</p><ol><li tabindex="0">Over payments and underpayments were occurring when trying to manage 9 incentive programs across 20,000 associates with spreadsheets.</li><li tabindex="0">The manual work involved with the spreadsheets was time-intensive and caused inaccuracies.</li><li tabindex="0">Implementing Incentive Management has increased payment visibility for store leadership and allowed them to focus more on customer service.</li><li tabindex="0">Using the mobile app keeps associates on the store floor and not tied down to a computer.</li><li tabindex="0">Incentive Management dashboards are a favorite feature and offers PetSmart associates transparency into their incentive plans.</li></ol></div>

PetSmart

<div id="content"><p tabindex="0">Learn how VMware now has pay transparency and has enhanced the trust and employee experience with moving their total compensation management from on-premise to the cloud with SAP.</p><div class="kalturaVideoLessonWrapper"><div aria-label="" class="kalturaVideoLessonContainer" data-testid="video" id="1_qtnr5i3v"></div></div><p tabindex="0">Key takeaways from this video:</p><ol><li tabindex="0">Sales compensation transformation: VMware's transformation journey focused on improving the seller experience, accuracy in pay, reporting, and operational processes to better support their sales team.</li><li tabindex="0">SaaS transition: VMware is actively transitioning from on-premises solutions to SaaS, which involves scalable applications that enhance their business model and align with industry trends.</li><li tabindex="0">Strong partnerships: The collaboration with SAP was crucial, allowing VMware to implement innovative solutions early on, such as integrating HANA as the database and utilizing advanced reporting features.</li><li tabindex="0">Lessons learned: Early decision-making regarding technology choices could have saved time and resources in the transformation process, emphasizing the importance of strategic planning and execution in enterprise technology journeys.</li></ol></div>

VMware

Discovering SAP Solutions for Sales Performance Management

U1L6NSPMSummitPetSmart.mp4

Hey, I'm Kevin Costel. I serve on our go-to-market team here at SAP for sales performance management portfolio. And I'm joined today with Sam Boyer, who runs compensation as a compensation leader at PetSmart. And she's going to tell us a little bit about her experience, their journey. So Sam, welcome. Thank you. Thank you very much. Happy to be here. Yeah, absolutely. Can you just kind of share with us just a little bit kind of maybe where you're at before, coming off of spreadsheets, as my understanding, and kind of that journey that led you to using SAP commissions. Yeah, absolutely. So, yeah, you said it. We're almost entirely on spreadsheets. We had some homegrown systems as well, but mostly Excel-based. So we actually are looking at paying nine different incentives across PetSmart with about 20,000 associates. So it was not doable. It became a bit too much, you know, obviously there's audit reasons for that. There's some overpayments, some underpayments. and so we decided to kind of look into to a system to help us with this. So we went through the RFP process and found that commissions was the best tool for us. You know, some of that manual work, I spoke to the Excel piece, but also our store leaders were doing a ton of manual work. So we have a system or sorry, an incentive called groom pay for our stylists and our stores, where we actually have store leaders manually entering into another like spreadsheet, those dollars in commission. So, one, inaccurate, but two, also took a lot of time. So if we looked at something like taking, you know, we have about 1,700 stores, so 1 ,700 salon leaders, excuse me, store leaders. And really saying that takes about 30 minutes or so to do that and look at their average salary. You know, in that $20 to $30 range, something like $1.5 million in labor reallocation that we were able to do with this as well. So really excited. We started with groom pay, as I just stated. but also now have our store leadership incentive in SAP commissions, our district leader incentive, and about to go live with our salon leader incentive. That's fantastic. What's the, what's kind of been the response from the groomers? Is this joint going on to the system? Yeah, they love the increased visibility. So now they can go into one system and see what their payment is. Before they could go into the system where we just track sales and they try and figure it out. We had a calculator, an Excel calculator they could use. they don't have to do that anymore. Now they just go up, they pop open their dashboard and can see it all. So love that. The number of questions we got, you know, it's a lot in the beginning, but now they're getting it and they're understanding it and realizing they're getting paid right. So really, really good response. More and more are asking, when does my incentive go in? That's great. We love to hear that. And so you mentioned the store managers, I guess the reallocation of those labor costs. That's pretty significant at $1.5 million. Yeah. And so I guess, I mean, we think about it, that was taking a lot of time, one aspect of the, just one aspect of the associates, right, of whether they're responsible for. So what are the kind of the things that they can focus on? Is it more like they kind of focus on the store performance or public customers training? I always say helping customers, right? The more we can just get them out on the floor and, you know, away from the computers and behind the desk. Like, it's better, so better customer service, better support across the way they're, you know, somebody that called out sick and they need to jump in, absolutely can, you know, have more time to do that. That's great. That's great. And so now you're expanding with the rest, which we kind of see is pretty typical. We start with one group, the biggest and highest need, and then we kind of move on. So that's fantastic. Anything else is kind of maybe where you're going next with your journey? Like it's, I think, so we talked about maybe dashboards. Is that kind of like a big? I love the dashboards, right? So we actually are on a multi- year journey. So we're going on line with our fourth incentive here. We have a few more to go. So we're actually moving our DC, one of our DC incentives in, what we call P for P, pay for performance. We're moving that in this year. So that's what we're currently starting to work on. But with all of our go lives, we're implementing those dashboards. So I absolutely love them giving, again, increased visibility to those that don't always have it. So we have store leaders, salon leaders, you know, our D.C. team that they're on the floor. They're not behind a desktop, so now they can open it on whatever device they choose to open it. So that's been a really cool part about it. That's huge. That's something I hear from a lot of retailers is, you know, they're often the associates or the managers are on the floor. They're not in an office typically. And they just want to be able to access and see, you know, how they're performing or, you know, they have a question. They can get it, they can handle everything from the commission's mobile. That's right. Yeah. That raise inquiry tool, really cool inside. But, and since you guys have moved off the spreadsheets and now they understand their pegs, you're providing that visibility. So the number of disputes has gone down quite a bit. Quite a bit. Absolutely. And honestly, we kind of track them before. We didn't track them well. They came into an email inbox, right? So we didn't do a good job tracking them. Now we can't. Who manages the dashboards for you? Is it your team? Yeah. So it's the HR team. So it's our compensation team in partnership with our HRS team. That's great. So it's business users that are actually managing. You know, that's pretty awesome. That's right. Yeah, that's fantastic. So would you say that has, like, improved your time to market, and that's a very business term, but in terms of, like, if you want to change something or you want to be able to roll out a new visual because you get a response or feedback, you guys are able to maintain that? Yeah, absolutely. We've already made a change to the widget. So we change our plans, you know, quite a bit, maybe annually on most. And we just created a new widget because we reduced the number of metrics that we have on one of our plans today. So we're able to repurpose that widget and change it really quick. That's awesome. That's fantastic. What's your favorite aspect, unless maybe we covered it, but what's your favorite aspect about SEP commission? Yeah, I just love the dashboards. You know, I keep saying the dashboards, but we always say it really kind of pulls that curtain back and allows our associates to see how, what's corporate doing, right? How are they calculating or a bonus? What am I getting from my bonus? So really pulls that back, allows them to see what they're getting and just the math behind the scenes, right? That was not always understood before. Okay. It was most beneficial for the fact that HR at PetSmart owns sales performance management or the commission solution. Yeah, I mean, we ultimately own the compensation plan. We, of course, partner really close with our store operations and services team and our DC team. And so we ultimately want to, you know, provide the best incentive for our associates. We partner, but we ultimately drive that incentive. So it's, it's been critical that we really own the SPF. Awesome. That's fantastic. Well, Sam, it's been such a pleasure having you. Thank you so much for your virtual having us. And yeah, look forward to continue success together in a collaboration. Same. Thank you.

U1L6NVMWare.mp4

I'm Rahul Ayer, I'm the general manager for sales performance management suite of products here at SAP Success Factors. And with me is Anoushri Kalra. Anushri, do you want to introduce yourself? Hey, hi, thanks, Rahul. My name is Anishri, and I'm part of VMware for about a decade now. I'm a director of engineering at VMware, and we run our business for the stakeholders for the VMware fraternity. So, Anushri, I have a few questions for you, if you don't mind. My first one, what were the business drivers for your sales compensation transformation journey? Sure. I've been connected to compensation at VMware for a while now. And I've seen how the previous journey for us worked before we got on to Caledus. So there were a couple of things that we wanted to get better at. The entire sales experience or the seller experience, as we call it, was the main driver. and along with that we had to get better on things like how we pay, our accuracy, our, you know, experience on the reporting side, on the operation side, and a couple of factors in terms of how the entire pay cycle processes worked to support our sales fraternity, right? So those were some of the things that we wanted to do better. And audit was one of the big pieces that we always, you know, talked about at VMware. We wanted to do all of that right as well. So yeah, that's something that led us to start with that journey. Got it. So better experience, better control and audits. Got it. But I think there's also a piece here of the business itself getting transformed, right? So how did commissions help BMW transform from an on-prem product set to the SaaS world? Right. I think all of us in the industry are on that SaaS transformation journey. VMware itself is taking a journey towards SaaS transformation. We are on part of that journey, as part of that journey, the consumption, the transformation to the digital world, all of that makes a lot of sense, right? So when we talked about scalable applications, some applications that can take us to the next level of business, our stakeholders were very interested in that journey. As part of doing that right, we considered some of the applications or the solutions that we considered, SAP Caleris was one of those for sure. And we got onto it in terms of understanding how do we start from a short-term gain to a long-term possibility of doing it right in terms of the SaaS enablement that we are into. We are also looking at very strongly at this point in time and the consumption side of the world. So those are some of the things that collectively made an influence in terms of gaining short-term experience on the seller's side versus going to the SaaS technology world that all of the industry is transforming into. Wow, that's a lot to unpack. But I'm sure if you had to do this all over again, there are certain lessons learned that you won't want to share with us. So if you did this again, what would be those lessons learned and what would you change? Interesting. I think good that for me, from an experience perspective, I can tell you, I was on this from day one. And to do it for a company like Weimware, it's an absolute privilege for me to understand what, you know, the journey entail for us. Now, there was an absolute great partnership that we held with SAP. I really remember the days when we have sat together, strategized everything. We actually were some of the first few customers for SAP who did this transformation with HANA as the database. we also incorporated SSSA reporting kind of features early on, you know, as part of this partnership. So one of the things I felt we could do, we started with the Oracle database and then we went on to the SEPA HANA, sorry, the HANA database side. We could have started some of those decisions taken it early on and probably, you know, saved some more time and bandwidth. But having said that, I think there were some of the right decisions taken at the right point in time and that led us to do it well. within the time frame that we wanted to. Some of the customer connects that we have, we have a great experience, but we can do more. I feel as an enterprise journey that we all take together, we could do more there. So some of the lessons are part of those journeys in terms of what could have been better from a technology perspective. How can it all come together as part of the entire piece getting stitched? Wow. Again, great nuggets in there. But thank you for your time, today.