1. The Anatomy of a
Commission Sales Plan
Presented by:
Warren Dietel, President & Owner
Orlando, FL

2. My Story
Warren Dietel, Owner & President
• Entrepreneurial from the beginning
• Professional Experience
– Car Detailing, Puff ‘n Stuff Catering, Disney
Weddings, Disney Institute, Scott Kay
• Purchased PnSC in 2003
• Current ICA board member and regular
speaker for the ICA, NACE and The
Special Event

3. The Puff Story
• Opened in 1980, purchased in 2003
• Tremendous potential + aggressive growth plan = 267%
growth in 3 years
• (4) Exclusive venues and over (400) staff members strong
– Diversifying segment base
• 2011: expanded in Tampa market with an acquisition and
opening of a second office
• “Passionately Perfecting Life‟s Celebrations!”

4. Mission, Vision & Values
• Develop a picture of today, tomorrow, and what governs decisions
• Put the foundation in place to support excellence and growth
• Use an outside source to assist with development
• Create a plan that includes assessment of and future planning for
– Management
– Staff
– Customer Base
– Research and Development
– Human Resources
– Operations
– Sales and Marketing
– Financial
– Technology

5. The Mission
A mission statement is a brief written statement of the
purpose of a company or organization. Ideally, a mission
statement guides the actions of the organization, spells out
its overall goal, provides a sense of direction, and guides
decision making for all levels of management.

6. Vision
A vision statement outlines what the organization wants to
be. It concentrates on the future. It is a source of
inspiration. It provides clear decision-making criteria.
Puff „n Stuff Catering will possess the systems and
procedures necessary to provide the foundation for
excellence and profitable growth. We will be
recognized as the event/catering organization of
choice by our team members and clients.

7. Core Values
Core values reflect what is truly important to an
organization. These values do not change from time to
time, situation to situation, or person to person, but are the
underpinning of a company’s culture.
Professional – In behaviors and appearance
Respect – For self, team members and clients
Own – Accountable for each others’ success and safety
Anticipate – Serving team member and clients needs
Communicate – Timely, accurately and honestly

8. Building a Case for
Incentive Based Compensation
• Create a WIN/WIN opportunity
What motivates employees?
• Money & Performance Pay
• Recognition & Appreciation
• Ask them!
• Balance perceived positive and negative reinforcement
• Incentive programs = positive
• Accountability = negative
• Place value on the behaviors driving company objectives
• Creates ownership mentality – untapped potential
The role of a good manager/leader is to
guide employees to work on what is most
important in the most efficient manner.

9. How to do it ... EFFECTIVELY
• Begin with the end in mind
know your desired result
• Set clear, upfront expectations
• Create measurable and focused goals
• Make the plan easy to calculate
• Ensure the plan is accurate the first time
• Review with a labor consultant/attorney
• Assign leadership to champion the process
• Perform regular, reoccurring performance reviews
Wouldn‟t it be great if…
every individual in your
organization had a real stake in,
and understood how they are
impacted by company success?

10. KISS
• Keep it simple and special (KISS)
• Good plans = easy to implement and follow
• Be clear about the incentives and how employees earn
them
Performance indicators that are
too detailed and complicated to
track waste management's time
and confuse employees

11. Employee Engagement
Employee Engagement is a positive attitude held by
the employees towards the organization and its
values.
An engaged employee is aware of business context,
and works with colleagues to improve performance
within the job for the benefit of the organization.

12. Creating Engagement
Leadership must:
• Acknowledge individual contributions
• Deliver supportive feedback
• Foster collaborative interdepartmental working
relationships
• Provide empowerment that promotes success
• Discuss expectations that set clear, challenging and
attainable performance goals
• Show that you and the company care about employees
and their success
• Trust and get out of the way

13. Orlando Sales Team Structure
Warren Dietel
Owner/President
Sharol Brennan
Vice President
Heidi Brice Crystal Milliken
Sr. Special Event Planner
Intern
Heather Allen
Special Event Planner Assistant
Mary Brumley Tina Osterman MaryBeth Farrell
Special Event Planner Special Event Planner Special Event Planner
Jamie Kennard Sandy George Dana Alvarez-Ferry Emily George
Special Event Planner Assistant Special Event Planner Special Event Planner Special Event Planner
Nicole Gerardi
Special Event Planner
Carli Cepek
Intern
Michele Butler
Special Event Planner Ballroom Corporate
Naomi Clements Paula Sautter Wedding Convention
Reception/Lead Distribution Special Event Planner

14. Key Plan Components
SEPs:
• Participate in forecasting annual goals
– market, prior experience, and company needs
• Are assigned to specific vertical markets
– Opportunity to sell outside a defined market is available
– Relationships trump everything
• Earn commission on both gross profit and gross
revenue
• Participate in a lead rotation with set parameters
– Venue assignment
• Receive administrative support
– On a 1: 2 ratio for <$1M annual revenue
– Dedicated for >$1M annual revenue
• Marketing expenses are absorbed by the company

15. Setting Goals and Targets

16. Compensation Components
• Food, beverage, and company-owned rentals are
commissioned at a rate of 8.5% of gross revenue.
• Venue fees, delivery fees, and other direct costs are
deducted before calculating commissions.
Food & beverage sale of $10,000
and $4,000 in Guest Seating/Linens
Total sale of $14,000 commissioned at a rate of
8.5% resulting in a commission of
$1,190 for the SEP

17. Compensation Components
• On approved discounted business, commission will be
calculated on the reduced gross revenue at a rate equal
to the reduced commission.
A discount of 10% on a $10,000 food sale
results in $9,000 gross revenue.
Commission is equally reduced by 10%
(from 8.5% to 7.65%)
7.65% is calculated on the $9,000 gross revenue
resulting in commission of $688.50

18. Compensation Components
• Service Personnel sales are
commissioned at a rate equal to the
percentage of gross profit
– Maximum potential - 30%.
100 labor hours are estimated for an event at $30
per hour = $3,000
125 labor hours were needed to produce the event
with a cost of $1,800
Gross Profit = 40% - $1,200
SEP receives 30% of the Gross Profit - $360

19. Compensation Components
• Subcontracted services are commissioned at a
rate equal to the percentage of gross profit
– Maximum potential - 30%.
Our cost to rent a small tent is $1,000
The client is charged $1,250 (25% markup)
Gross Profit = $250
SEP receives 25% of Gross Profit - $62.50

20. Compensation Components
• Year End Bonus: If total annual sales of a SEP exceed
his/her annual sales goal, then the SEP is eligible for an
individual bonus of 5% of the amount of actual sales
over the annual goal.
For Example:
Actual individual sales $ 1,375,000
Individual sales goal $ 1,200,000
Amount eligible for individual bonus $175,000
Bonus percentage
5.00%
Bonus $8,750

21. Reporting & Payment
• Finance supplies sales reports to SEP at month end
• Payment-in-full must be received to earn SEP
commission
• Commission for a month is calculated and paid equally
over the total number of pay periods in the subsequent
month
For Example:
January commissions are divided and paid equally over
the pay periods in February

22. Thank You!
To download a copy of my slides, go to:
http://www.slideshare.net/WarrenDietel
Warren Dietel warren@puffnstuff.com | 407.629.7833
www.facebook.com/puffnstuffcatering | Twitter: @pscatering