What is this meeting about?
Join us for this user case with Javier, who will share how Just Eat Takeaway approaches its sales incentive plans.
He will reflect on the past year, discuss key lessons learned, and highlight the enhancements made for the current plan year, and what possibly lies aheads, zooming in success criteria for the plan
There will be time for Q&A.
Stream:
Key take-aways:
Sales incentive plans are often judged by growth and payout levels, yet this session showed why those signals can be misleading. The JustEatTakeAway user case illustrated how productivity-based thinking, clear baselines, and disciplined translation to financial impact create a far more credible narrative about whether incentives truly work. Rather than searching for a “perfect” model, the discussion highlighted the importance of making trade-offs explicit and aligning incentives with what sales roles can genuinely influence.
Another strong message was that incentive design is never purely technical. Culture, role design, and perceptions of fairness play a decisive role in whether plans motivate or demotivate. The session reinforced that incentives should be treated as a living system, continuously reviewed and adapted as markets mature, strategies shift, and behaviors evolve—supported by transparent tooling and ongoing dialogue.
Key Takeaways
- Measure success through productivity, not just growth
Revenue growth and high payouts do not automatically mean incentives are effective. Using productivity metrics such as Orders per Rep (OPR) helps isolate real behavioral change by normalizing for market growth, seasonality, and headcount effects. - Always define a baseline and counterfactual
To understand incentive impact, establish what performance looked like before the change and compare it with similar markets or global trends. Asking “what would have happened anyway?” is essential to estimating true incremental uplift. - Reward controllable behaviour, translate later to financial impact
Sales reps should be incentivized on metrics they can influence directly. Productivity gains can then be translated into revenue for ROI discussions with Finance, without letting financial outputs drive day-to-day sales behaviour. - Balance individual accountability with shared responsibility
Strong individual targets improve clarity and ownership, but can weaken collaboration. Thoughtful use of shared qualifiers or hurdles can reinforce team and country-level accountability without diluting personal responsibility. - Use tooling to build trust and transparency
Moving away from spreadsheets toward structured ICM solutions increases auditability, reduces disputes, and strengthens trust—enabling incentives to scale as the organization grows.
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