I agree, however, I think it also means DVC sales personell are going to be much more "high pressure" than we are used to.
I hope so, they should be.
My concern Dean is now this will force DVC sales associates to turn to those othe sleezy high pressure sales tatics. How could it not? When you are forced to reach excessively high sales goals in order to get a bonus or now, in order to make a decent salary, you do and say what you have to in order to get the customer to sign.
No different than bankers who made all those "alternative" mortgages to people or a used car salesman. Very sad, because one thing I loved about it was that when we took the tour it was about as low keyed as you can get. I forsee that changing.
I think I've been clear in my position that Disney needs to get in the game. It is very possible to turn up the heat and still be professional. However, even if they stoop to Westgate levels, it doesn't really matter as long as the membership side functions appropriately. IMO, the sales and usage system are totally separate. Any and every system needs to sales side to cont to have good and up to date options. Even at it's worst, it's still a necessary evil. Also don't assume that the current system is that good, actually it's not from a member standpoint if you look past the fluff. It may feel good when you tour or talk to your guide or do the tour but given that the failure of VB and HH has cost us AT LEAST 3 nice off property options and likely more, that's a pretty steep price to pay for the emotional feeling of thinking DVC were different due to being no pressure.
I would agree that unreachable goals are not appropriate, they also don't serve the desired purpose. A goal that is unreachable actually serves as a detriment to everyone. OTOH, if it's unreachable for a given person, but reachable for many others, that often means they're a low performer and the system would be better off without them. Low performers actually drag the system down in general. IF you weed out the low performers, you often see that many of the middle performers move to more in the high performance range. As a rule "projects" who are low performers never improve enough to justify the time, money and energy investment in them. Most every system have those people that have been around a long time but are low performers. No one wants to fire them because they're likable and have bee around a while. But everyone knows who they are and that they are a marginal employee.
Possibly, but in my experience when compensation programs are redesigned they are done so to do two things 1) reduce costs 2) align pay with profit drivers.
The latter is exactly what I'd expect and what I've said. You do better, you make as much or more, you do worse, you make less and below a certain level, you look for another job. Within reason it is a very effective tool. Obviously it requires a balance and appropriate goals. On a side note, you often change those goals over time because once everyone is doing certain things well, you want to stop rewarding that item and start rewarding things that could be done better. Obviously some type of sales incentive should be core with a timeshare sales business.
I've often wondered why they have so many OPC's anyway if they're not really going to use them. If they just sit there and then they chat a little and offer a tour when you show interest, may as well have a phone at the booth and no person and maybe a little video presentation. They NEED to do more solicitation to be effective.
I hope it won't be like walking down the Strip in Vegas?
Not unless they legalize prostitution at WDW. Actually I found the OPC situation at LV to be pretty tame compared to other places including HI, Aruba, Charleston, PV (MX) to name a few.
