Table of Contents

OTE meaning

The Ultimate Guide to OTE – Everything You Need To Know

Table of Contents

If you’re looking to understand more about OTE, we’ve got you covered. In this guide to OTE, you’ll learn everything you need to know about On-Target Earnings.

  • What Does OTE Mean In Sales?
  • OTE in Sales Examples and Scenarios
  • OTE Calculation Factors
  • Mistakes To Avoid When Calculating On-Target Earnings
  • Why Do Some Jobs Have OTE and Others Don’t?
  • Capped vs Uncapped OTE
  • Roles with OTE In Sales

What Does OTE Mean In Sales?

OTE stands for On-Target Earnings. It is a term commonly used in sales to refer to the total compensation a salesperson can expect to earn if they achieve their sales quota or targets. OTE typically includes a combination of base salary and variable components such as commissions, bonuses, or incentives tied to sales performance. Here are three scenarios showcasing OTE when a salesperson misses their quota, hits their quota, and exceeds their quota:

OTE In Sales Examples and Scenarios

Scenario 1: Salesperson Misses Quota

In this scenario, let’s assume a salesperson has an OTE of $100,000, which includes a base salary of $60,000 and a variable commission component of $40,000 based on achieving the sales quota. However, the salesperson falls short of their quota, resulting in a lower commission payout. Here’s a breakdown of their earnings:

Base Salary$60,000
Variable Commission$20,000
Total Earnings (OTE)$80,000

In this case, the salesperson’s total earnings fall short of their on-target earnings due to missing their quota, resulting in a reduced commission.

Scenario 2: Salesperson Hits Quota

Let’s consider a scenario where the salesperson achieves their sales quota, thereby earning the full variable commission component. Here’s a breakdown of their earnings:

Base Salary$60,000
Variable Commission$40,000
Total Earnings (OTE)$100,000

In this case, the salesperson’s total earnings match their OTE since they hit their quota and earned the full commission component.

Scenario 3: Salesperson Exceeds Quota

Now, let’s assume the salesperson goes above and beyond their sales quota, resulting in additional incentives or bonuses. Here’s a breakdown of their earnings:

Base Salary$60,000
Variable Commission$50,000
Additional Incentives$10,000
Total Earnings (OTE)$120,000

In this case, the salesperson’s total earnings exceed their OTE due to surpassing their quota and earning additional incentives or bonuses.

It’s important to note that OTE calculations can vary depending on the company’s compensation structure, the specific sales targets and metrics, and the terms outlined in the salesperson’s employment contract. The provided scenarios offer a general understanding of how OTE can be impacted based on sales performance.

OTE Calculation Factors

In sales compensation, various components contribute to a salesperson’s total earnings. Here’s an explanation of base salary, variable commission, and additional incentives, along with the factors that can impact these components:

Base Salary

  1. Base Salary: Base salary refers to the fixed amount of money that a salesperson receives regularly, regardless of their sales performance. It serves as a stable income and provides financial security. The base salary is typically determined based on factors such as the salesperson’s experience, skills, industry norms, and the company’s compensation structure. Factors that can impact base salary include:
  • Experience and Skill Level: Salespeople with more experience or specialized skills may command a higher base salary.
  • Market Conditions: Economic factors, industry demand, and regional market conditions can influence base salary levels.
  • Company Size and Industry: Companies in different industries and of varying sizes may offer different base salary ranges.
  • Internal Equity: The company’s internal pay structure and fairness considerations may impact base salary decisions.

Variable Commission

  1. Variable Commission: Variable commission is the portion of a salesperson’s compensation that is tied directly to their sales performance. It is usually calculated as a percentage of the revenue or profit generated from their sales. The commission structure can vary depending on the company’s sales strategy, industry norms, and individual sales targets. Factors that can impact variable commission include:
  • Sales Targets: The specific sales targets set for a salesperson can impact the commission structure. Higher targets may result in higher commission percentages or tiers.
  • Commission Rate or Percentage: The commission rate or percentage determines the portion of sales revenue that the salesperson will earn as commission. It can be a flat rate or a tiered structure based on performance levels.
  • Product or Service Margins: If the company sells products or services with varying profit margins, the commission structure may be adjusted to reflect this.
  • Sales Incentives or Bonuses: Additional incentives, such as bonuses for surpassing targets or selling specific products, can also impact the overall commission earned.

Additional Incentives

  1. Additional Incentives: Additional incentives refer to extra rewards or bonuses provided to salespeople based on specific achievements or performance milestones. These incentives are often designed to motivate and reward high-performing sales individuals or teams. They can take various forms, such as:
  • Performance Bonuses: Bonuses tied to exceeding sales targets or achieving exceptional results.
  • Accelerators or Multipliers: Increased commission percentages or multipliers applied to sales beyond a certain threshold.
  • Sales Contests or SPIFFs: Short-term incentive programs or contests aimed at driving specific behaviors or results.
  • Recognition Programs: Non-monetary rewards such as trips, awards, or public recognition for outstanding sales performance.

OTE Factors impacting additional incentives can include:

  • Company Culture: The organization’s culture and values may prioritize recognition and incentives for exceptional performance.
  • Sales Strategy: Incentives can be aligned with specific strategic objectives, such as launching a new product or expanding into a new market.
  • Budgetary Considerations: The company’s budget and financial performance may influence the availability and scale of additional incentives.

It’s important to note that the specific structure and factors impacting base salary, variable commission, and additional incentives can vary significantly between companies and industries. Organizations may employ different models and factors based on their unique sales goals, competitive landscape, and business objectives.

Mistakes To Avoid When Calculating On-Target Earnings

When calculating OTE (On-Target Earnings) for salespeople, it’s essential to ensure accuracy and avoid common mistakes that can lead to misaligned expectations or inaccurate compensation plans. Here are some top mistakes to avoid when calculating OTE:

  1. Excluding or Misrepresenting Variable Components: on-target earnings should include all relevant components, such as commissions, bonuses, or incentives tied to sales performance. Failing to accurately represent these variable elements can create discrepancies between expected and actual earnings.
  2. Ignoring Quota Attainment Rates: OTE calculations should consider realistic quota attainment rates based on historical data or industry benchmarks. Overestimating or underestimating these rates can result in inaccurate OTE figures and misaligned expectations.
  3. Not Accounting for Ramp-Up Periods: If a salesperson is new or transitioning to a new role, it’s crucial to consider ramp-up periods when calculating on-target earnings. Failing to account for initial learning and development time can lead to unrealistic OTE expectations during the early stages of employment.
  4. Neglecting Changes in Compensation Plans: If there are changes to the compensation plan or variable components during the year, it’s important to ensure that OTE calculations are adjusted accordingly. Failing to incorporate these changes can result in discrepancies between the expected and actual on-target earnings for salespeople.
  5. Forgetting Non-Sales Related Components: OTE calculations should include all relevant earnings components related to sales performance. However, it’s important not to include non-sales related elements that may distort the on-target earnings figures or create unrealistic expectations for salespeople.
  6. Lack of Consistency and Transparency: OTE calculations should follow consistent and transparent methodologies across the organization. Failing to provide clear documentation or communication regarding the on-target earnings calculation process can lead to confusion, dissatisfaction, and disputes among salespeople.
  7. Failing to Incorporate Clawback Provisions: Clawback provisions allow companies to recover overpaid commissions or bonuses in certain circumstances, such as when deals are canceled or disputed. Failing to consider clawback provisions in OTE calculations can lead to inaccurate projections of earnings.
  8. Not Considering Quota Adjustments: In cases where sales quotas are adjusted during the year due to market changes, product launches, or other factors, it’s crucial to update OTE calculations accordingly. Ignoring quota adjustments can result in unrealistic on-target earnings expectations and misaligned compensation plans.
  9. Overcomplicating the Calculation Process: OTE calculations should be clear, straightforward, and easily understood by salespeople. Overcomplicating the process with convoluted formulas or excessive variables can lead to confusion and hinder effective sales performance management.
  10. Failing to Review and Revise OTE Regularly: OTE calculations should be periodically reviewed and revised to ensure they align with changing business goals, market conditions, and sales strategies. Failing to update OTE calculations can result in outdated compensation plans that do not adequately motivate or reward salespeople.

By avoiding these common mistakes, organizations can ensure accurate and transparent on-target earnings calculations that align with sales goals, foster motivation, and promote a fair compensation structure. Regular reviews and communication with salespeople can help address any concerns or discrepancies related to OTE.

Why Do Some Jobs Have OTE and Others Don’t?

The presence or absence of OTE (On-Target Earnings) in job compensation can vary based on several factors, including the nature of the job, industry norms, and the company’s sales structure. Here are a few reasons why some jobs have OTE while others do not:

  1. Sales-Driven Roles: OTE is commonly associated with sales-driven roles where individuals directly contribute to generating revenue for the company. Sales positions typically involve meeting sales targets, acquiring new customers, and driving business growth. OTE is used in these roles to provide salespeople with a direct financial incentive to achieve or exceed their targets.
  2. Performance-Based Compensation: Jobs that are performance-based, such as commission-based roles, often have OTE structures. These positions typically require individuals to meet specific goals or metrics tied to their performance. On-target earnings provides a clear link between performance and earnings, motivating employees to perform at their best and rewarding them for their achievements.
  3. Revenue-Generating Responsibilities: Jobs that involve direct revenue generation or client acquisition efforts often have OTE as a part of their compensation structure. This includes roles like business development, account management, and certain marketing positions. OTE serves as a means to align employee efforts with revenue growth objectives and to incentivize success in generating business.
  4. Non-Sales Roles: Certain non-sales roles may also have on-target earnings, but they are less common. This can occur when an organization introduces performance-based incentives beyond the base salary to drive specific outcomes. For example, customer success managers or technical consultants may have OTE tied to customer retention or achieving implementation milestones.
  5. Industry Norms and Competition: The presence of OTE can also be influenced by industry norms and market competition. In industries with high levels of competition, where sales performance directly impacts a company’s success, OTE may be more prevalent to attract and retain top sales talent. In contrast, industries with different business models or where performance is not directly linked to revenue generation may have different compensation structures without OTE.
  6. Company Culture and Philosophy: Compensation structures, including the presence or absence of OTE, can be influenced by a company’s culture and philosophy. Some organizations may prioritize a team-based approach to compensation, focusing on collective success rather than individual sales performance. In such cases, OTE may be less prominent, and compensation may be based on other factors like teamwork, innovation, or tenure.

It’s important to note that while OTE is commonly associated with sales roles, it is not the only factor in determining job satisfaction or attracting talent. Other factors such as base salary, benefits, work-life balance, company culture, and career growth opportunities also play significant roles in job attractiveness and employee retention.

Capped vs Uncapped OTE

When discussing OTE (On-Target Earnings) in sales compensation, there are two common structures: capped and uncapped. These terms refer to the limitations or lack thereof on the potential earnings a salesperson can achieve based on their performance. Let’s explore the differences between capped and uncapped OTE:

Capped OTE

  1. Capped OTE: In a capped on-target earnings structure, there is a predetermined limit or cap on the maximum amount of earnings a salesperson can earn, regardless of their sales performance. Once the salesperson reaches the cap, they will not receive any additional commission or incentive, even if they continue to exceed their sales targets.

The purpose of capping OTE is to set a ceiling on the amount of compensation a salesperson can earn, typically to manage costs or maintain consistency within the compensation structure. It provides the organization with more control over budgeting and ensures that exceptionally high-performing salespeople do not disproportionately earn significantly more than others.

Capped OTE structures are often employed in situations where the potential earnings could otherwise become unsustainable for the organization or create imbalances among the sales team. It helps strike a balance between incentivizing high performance and managing compensation costs.

Uncapped OTE

  1. Uncapped OTE: In an uncapped on-target earnings structure, there is no predetermined limit on the potential earnings a salesperson can achieve. Salespeople have the opportunity to earn unlimited commission or incentives based on their sales performance, regardless of the amount they exceed their targets.

The purpose of uncapped OTE is to provide strong financial motivation for salespeople to maximize their sales performance and drive exceptional results. It allows high-performing salespeople to reap the full rewards of their efforts and incentivizes them to continue pushing beyond their targets.

Uncapped OTE structures are often employed in highly competitive industries or for roles that require significant revenue generation. They can attract and retain top sales talent by offering the potential for exceptional earnings and recognizing outstanding performance.

It’s important to note that while uncapped OTE can be highly motivating, it may also introduce risks and challenges. Salespeople may experience higher pressure to consistently exceed targets, leading to burnout or an overly aggressive sales culture. Additionally, uncapped on-target earnings structures require careful monitoring to ensure that compensation remains aligned with the organization’s overall financial health.

The decision to use capped or uncapped OTE depends on various factors, including the company’s sales strategy, market conditions, industry norms, and financial objectives. Organizations should carefully evaluate their goals, sales structure, and the potential impact on sales team dynamics when determining the appropriate on-target earnings structure.

Roles with OTE In Sales

OTE (On-Target Earnings) is commonly associated with sales-driven roles where individuals directly contribute to revenue generation. Here are some roles that often have OTE as part of their compensation structure:

  1. Account Executives: Sales representatives or executives are responsible for selling products or services to clients or customers. They typically have sales targets or quotas to meet and are incentivized through commissions and bonuses tied to their sales performance.
  2. Account Managers: Account managers are responsible for managing and nurturing relationships with existing clients. Their role involves upselling, cross-selling, and ensuring client satisfaction. Account managers often have OTE structures based on revenue growth or customer retention targets.
  3. Business Development Managers: Business development managers are tasked with identifying new business opportunities, pursuing leads, and securing new clients. Their on-target earnings is usually tied to their success in bringing in new business and driving revenue growth.
  4. Sales Managers/Directors: Sales managers or directors oversee a team of salespeople and are responsible for meeting team sales targets. Their OTE may be based on both individual and team performance, as they are accountable for driving overall sales results.
  5. Channel Sales Managers: Channel sales managers work with partners or resellers to sell products or services. They are responsible for managing partner relationships, training, and supporting partners in achieving sales targets. OTE for channel sales managers may be based on partner performance and revenue generated through channel sales.
  6. Business Development Representatives (BDRs) or Sales Development Representatives (SDRs): BDRs or SDRs focus on prospecting, lead generation, and qualifying potential customers. Their OTE is often tied to the number of qualified leads generated or appointments set for the sales team.
  7. Key Account Managers: Key account managers handle strategic accounts or large clients. They develop relationships, provide personalized service, and identify opportunities for account growth. OTE for key account managers is usually based on revenue growth, account expansion, or meeting specific targets within their assigned accounts.
  8. Territory Managers: Territory managers are responsible for a specific geographic area or market segment. They work to develop and maintain relationships with customers in their assigned territory and drive sales within that region. OTE for territory managers may be based on meeting or exceeding sales targets within their territory.
  9. VP of Sales and CRO – Senior sales leadership will also have on-target earnings with a higher base salary and bigger OTE than other roles at the organization.

The specific roles with OTE can vary depending on the industry, company structure, and sales organization. Different organizations may have variations in job titles and responsibilities, but on-target earnings is commonly found in positions where individual performance directly impacts revenue or business growth.

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