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How do we comp reps on expansion/upsell deals when they're working alongside a CSM or account manager?

📖 2,305 words🗓️ Published Jul 21, 2026

Direct Answer

Compensation for expansion or upsell deals involving both a rep and a CSM typically uses a split model where the rep receives 50-80% of commission or quota credit and the CSM receives 20-50%, with the exact split determined by who identified the opportunity, deal size, and whether the CSM actively closed or merely supported the transaction.

The Attribution Matrix: Defining Who Gets Credit Before the Deal Opens

The single most effective practice for preventing compensation disputes in co-sold expansion deals is establishing a written attribution matrix that is applied before the opportunity enters the pipeline. Without this, reps and CSMs will argue over credit on every deal, creating friction that undermines collaboration. The matrix should classify every expansion opportunity into one of four categories based on who identified the need and who executed the close.

For CSM-sourced opportunities where the CSM identified the need and logged the opportunity in the CRM, the AE typically receives 70% credit and the CSM receives 30%. The CSM gets recognized for surfacing the opportunity through ongoing relationship management, while the AE earns the larger share for executing the negotiation and closing process. For AE-sourced opportunities where the rep discovered the unmet need through executive conversations or proactive outreach, the split shifts to 80% for the AE and 20% for the CSM, reflecting the AE's primary role in driving the expansion strategy.

Joint-sourced opportunities where both parties contributed equally to discovery and closing receive a 50/50 split. These are relatively rare but require a clear default to prevent disputes. CSM-closed deals where the CSM handles the entire expansion without AE involvement—common for small feature add-ons or tier upgrades—should give the CSM 100% credit. The key is that the deal source must be marked in the CRM at the time the opportunity is created, not argued after the deal closes. Teams that implement this attribution-first approach report a 40-60% reduction in compensation disputes and significantly faster commission payout cycles.

Tiered Commission Splits Based on Deal Size

A flat percentage split across all expansion deal sizes creates misaligned incentives. Small expansions under $25,000 are typically relationship-driven, with the CSM doing the heavy lifting over months of engagement while the AE converts the opportunity in one to two weeks. For these deals, a 70/30 split favoring the AE keeps the rep motivated to close quickly while still rewarding the CSM for the relationship work that made the expansion possible.

Medium expansions between $25,000 and $100,000 require more collaboration. The AE needs to conduct discovery to understand the customer's evolving needs, while the CSM's relationship provides the trust necessary for that discovery to happen. A 60/40 split in favor of the AE balances the increased execution effort with the CSM's ongoing relationship value. Large expansions over $100,000 represent true partnership deals where both roles are essential. A 50/50 split or a 55/45 split favoring the AE if the rep drove discovery ensures both parties are fully invested in pursuing these high-value opportunities.

The logic behind tiered splits is straightforward: the CSM's relationship value is relatively fixed per account, while the AE's execution effort scales with deal complexity. Small expansions require minimal AE effort, so the CSM's relationship contribution is proportionally higher. Large expansions demand extensive stakeholder management, legal negotiations, and pricing strategy from the AE, justifying a larger share for the rep. Companies using tiered splits report 20-30% higher average expansion deal sizes because AEs are motivated to pursue larger opportunities rather than settling for small add-ons.

The Influence vs. Execution Split for Multi-Touch Expansions

When expansions involve multiple stakeholders beyond just the AE and CSM—such as Solutions Engineers providing technical validation or account managers handling contract negotiations—a simple two-way split fails to capture the full picture. The Influence vs. Execution model assigns separate percentages for identifying the opportunity (influence) and closing it (execution), allowing for more granular attribution across multiple roles.

Under this model, influence credit is capped at 30% unless the influencer also closes the deal. For example, if a CSM surfaces an expansion need and an AE closes it, the CSM receives 30% for influence and the AE receives 70% for execution. If the AE identifies the need and the CSM supports with product demos or relationship hand-holding, the AE gets 80% for execution and the CSM gets 20% for influence. If a Solutions Engineer provides technical validation that directly enables the close, they might receive 10% from the execution share, reducing the AE's execution share to 60% while the CSM retains 30% for influence.

This model prevents the "all or nothing" fights over credit because each party's role is explicitly weighted upfront. Teams using this approach report a 15-25% increase in expansion revenue because AEs are more proactive in hunting for opportunities, and CSMs are incentivized to flag opportunities without feeling like they are doing the AE's job for free. The key implementation detail is that the influence percentage must be documented at the time the opportunity is created, not retroactively assigned after the deal closes. Companies should also set a maximum number of influence credits per deal—typically three roles maximum—to prevent dilution.

The Pooled Expansion Bonus for Team-Based Accounts

In strategic accounts where multiple CSMs, AEs, or support engineers touch the expansion, individual splits create endless attribution disputes. The pooled expansion bonus model ties compensation directly to net revenue retention (NRR) or expansion revenue targets for the entire account team, eliminating the need to argue over individual credit.

Under this model, the company sets aside 5-8% of all expansion revenue generated from a specific account into a bonus pool. The pool is distributed quarterly based on a pre-agreed weighting: 50% to the AE, 30% to the CSM, 10% to the Solutions Engineer, and 10% to the account manager. The critical rule is that everyone gets paid only if the account hits its NRR target, such as 110% NRR. If the account falls below 100% NRR, the pool is reduced by 50%, aligning everyone toward keeping the account healthy while expanding it.

For example, if a $500,000 account expands by $100,000, the pool is $5,000 to $8,000. The AE receives $2,500 to $4,000, the CSM receives $1,500 to $2,400, and the SE and AM split the remainder. This structure eliminates credit stealing because the pool is shared rather than claimed. Teams using pooled bonuses report 10-15% higher NRR because CSMs and AEs collaborate rather than compete. The downside is that it can dilute individual motivation, so this model works best for the top 10-20% of accounts by revenue where collaboration is essential and churn risk is high.

Commission Rate Structures and CSM Performance Metrics

The commission rate for expansion deals should be structured differently than new business commissions to reflect the lower acquisition cost and higher probability of close. A typical approach is to pay a lower commission rate on expansion revenue compared to new business, since the customer is already educated and the sales cycle is shorter. For example, if AEs earn 15% commission on new business, expansion commission might be set at 10-12% of the expansion deal value.

The split of this commission between AE and CSM depends on the attribution model described earlier. For a $30,000 expansion deal where the CSM sourced the opportunity and the AE closed it, using a 70/30 split with a 10% commission rate means the AE earns $2,100 and the CSM earns $900. This structure keeps the AE motivated to close while rewarding the CSM for relationship management.

CSM performance metrics should also include expansion revenue to create alignment. Most CSMs are measured solely on retention and NPS, which creates a blind spot for expansion opportunities. A better approach is to tie 50% of the CSM's bonus to retention metrics and 50% to expansion attach rate. CSMs with expansion-tied bonuses drive 25% higher expansion revenue than those on pure retention metrics, according to industry benchmarks. Similarly, AEs should have 50% of their bonus tied to new customer revenue and 50% to existing customer expansion, forcing focus on expansion account hunting rather than just greenfield prospecting.

Red Flags and Common Mistakes in Expansion Compensation

Several common mistakes undermine expansion compensation plans and create conflict between sales and customer success teams. The most damaging is giving the CSM 50% or more on all expansion deals, which disincentivizes the AE from pursuing expansion opportunities. When the AE believes the CSM will handle expansion, the rep focuses entirely on new business, and overall expansion rates drop.

No written attribution rules represent the second most common failure. Without clear rules applied before the deal closes, every expansion deal becomes a negotiation between AE and CSM over credit, creating friction that damages team collaboration. Retroactive commission calculation—where splits are determined after the deal closes rather than when the opportunity enters the pipeline—invites disputes and undermines trust in the compensation system.

Counting add-on features as expansion deals is another critical mistake. Small feature add-ons that were part of the original contract negotiation should not warrant new commission. Paying commission on these add-ons incentivizes the AE to undersell the original deal and then upsell the features separately, artificially inflating expansion metrics. Finally, giving the AE 100% on expansion while the CSM gets nothing causes the CSM to stop caring about expansion entirely, missing the relationship-driven opportunities that CSMs are uniquely positioned to identify.

Implementation Steps for a New Expansion Compensation Plan

Implementing a new expansion compensation plan requires careful change management to avoid disrupting existing relationships and pipeline. Start by auditing your current expansion deals over the past 12 months to understand the actual split patterns and identify where disputes occurred. This data informs the design of your new attribution matrix and tiered splits.

Next, document the new rules in a written compensation plan that covers all scenarios: CSM-sourced, AE-sourced, joint-sourced, and CSM-closed deals. Include the deal size tiers and corresponding split percentages. The plan must specify that attribution is determined at the time the opportunity enters the CRM, not after the deal closes. Train both sales and customer success teams on the new rules before implementation, and run a 30-day pilot with a small group of accounts to identify issues before rolling out broadly.

During the pilot, track three metrics: the number of compensation disputes, the average time to commission payout, and the expansion revenue per account. Target a 50% reduction in disputes and a 30% faster payout time. After the pilot, adjust the split percentages if needed based on feedback from both teams, then roll out to the full organization with a 90-day grace period where old rules still apply to deals already in pipeline.

FAQ

What is the most common commission split for expansion deals under $50,000? A 50/50 split between the AE and CSM is typical for smaller expansions under $50,000, reflecting the CSM's relationship role and the AE's execution effort in balanced contributions.

How does the split change for expansion deals over $100,000? For deals over $100,000, the AE often receives 50-55% and the CSM receives 45-50%, recognizing the significant execution effort required for complex, high-value expansions.

What if the CSM identifies the opportunity but the AE closes it? A common rule gives the AE 70% and the CSM 30%, with the CSM credited for surfacing the need and the AE earning more for leading the close execution.

What if the AE identifies the need and the CSM only provides support? The AE typically receives 80% and the CSM 20%, rewarding the AE for driving the expansion strategy while the CSM's support role is lighter.

What if both the AE and CSM jointly discover and close the deal? A 50/50 split is standard when both contribute equally, preventing arguments over credit in collaborative efforts where neither party clearly led.

Should add-on products bundled into the same contract earn expansion commission? No, the AE usually receives 100% credit as the add-on is part of the original deal they closed, with no new selling effort warranting additional commission.

Sources

flowchart TD A[Expansion Opportunity Identified] --> B{Who Identified the Need?} B -->|CSM sourced| C[CSM logged opportunity in CRM] B -->|AE sourced| D[AE discovered through outreach] B -->|Joint discovery| E[Both contributed equally] C --> F{Deal Size?} F -->|Under $25k| G["AE 70% / CSM 30%"] F -->|$25k to $100k| H["AE 60% / CSM 40%"] F -->|Over $100k| I["AE 50% / CSM 50%"] D --> J{Deal Size?} J -->|Any size| K["AE 80% / CSM 20%"] E --> L["AE 50% / CSM 50%"] G --> M[Commission Paid] H --> M I --> M K --> M L --> M

flowchart TD A[Audit Current Expansion Deals] --> B[Document Attribution Rules] B --> C[Define Deal Size Tiers] C --> D[Train Sales and CS Teams] D --> E[Run 30-Day Pilot] E --> F{Disputes Reduced by 50%?} F -->|Yes| G[Full Rollout] F -->|No| H[Adjust Split Percentages] H --> D G --> I[90-Day Grace Period] I --> J[Monitor Quarterly NRR]

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## Direct Answer

Compensation for expansion or upsell deals involving both a rep and a CSM typically uses a split model where the rep receives 50-80% of commission or quota credit and the CSM receives 20-50%, with the exact split determined by who identified the opportunity, deal size, and whether the CSM actively closed or merely supported the transaction.

## The Attribution Matrix: Defining Who Gets Credit Before the Deal Opens

The single most effective practice for preventing compensation disputes in co-sold expansion deals is establishing a written attribution matrix that is applied before the opportunity enters the pipeline. Without this, reps and CSMs will argue over credit on every deal, creating friction that undermines collaboration. The matrix should classify every expansion opportunity into one of four categories based on who identified the need and who executed the close.

For CSM-sourced opportunities where the CSM identified the need and logged the opportunity in the CRM, the AE typically receives 70% credit and the CSM receives 30%. The CSM gets recognized for surfacing the opportunity through ongoing relationship management, while the AE earns the larger share for executing the negotiation and closing process. For AE-sourced opportunities where the rep discovered the unmet need through executive conversations or proactive outreach, the split shifts to 80% for the AE and 20% for the CSM, reflecting the AE's primary role in driving the expansion strategy.

Joint-sourced opportunities where both parties contributed equally to discovery and closing receive a 50/50 split. These are relatively rare but require a clear default to prevent disputes. CSM-closed deals where the CSM handles the entire expansion without AE involvement—common for small feature add-ons or tier upgrades—should give the CSM 100% credit. The key is that the deal source must be marked in the CRM at the time the opportunity is created, not argued after the deal closes. Teams that implement this attribution-first approach report a 40-60% reduction in compensation disputes and significantly faster commission payout cycles.

## Tiered Commission Splits Based on Deal Size

A flat percentage split across all expansion deal sizes creates misaligned incentives. Small expansions under $25,000 are typically relationship-driven, with the CSM doing the heavy lifting over months of engagement while the AE converts the opportunity in one to two weeks. For these deals, a 70/30 split favoring the AE keeps the rep motivated to close quickly while still rewarding the CSM for the relationship work that made the expansion possible.

Medium expansions between $25,000 and $100,000 require more collaboration. The AE needs to conduct discovery to understand the customer's evolving needs, while the CSM's relationship provides the trust necessary for that discovery to happen. A 60/40 split in favor of the AE balances the increased execution effort with the CSM's ongoing relationship value. Large expansions over $100,000 represent true partnership deals where both roles are essential. A 50/50 split or a 55/45 split favoring the AE if the rep drove discovery ensures both parties are fully invested in pursuing these high-value opportunities.

The logic behind tiered splits is straightforward: the CSM's relationship value is relatively fixed per account, while the AE's execution effort scales with deal complexity. Small expansions require minimal AE effort, so the CSM's relationship contribution is proportionally higher. Large expansions demand extensive stakeholder management, legal negotiations, and pricing strategy from the AE, justifying a larger share for the rep. Companies using tiered splits report 20-30% higher average expansion deal sizes because AEs are motivated to pursue larger opportunities rather than settling for small add-ons.

```mermaid
flowchart TD
    A[Expansion Opportunity Identified] --> B{Who Identified the Need?}
    B -->|CSM sourced| C[CSM logged opportunity in CRM]
    B -->|AE sourced| D[AE discovered through outreach]
    B -->|Joint discovery| E[Both contributed equally]
    C --> F{Deal Size?}
    F -->|Under $25k| G[AE 70% / CSM 30%]
    F -->|$25k to $100k| H[AE 60% / CSM 40%]
    F -->|Over $100k| I[AE 50% / CSM 50%]
    D --> J{Deal Size?}
    J -->|Any size| K[AE 80% / CSM 20%]
    E --> L[AE 50% / CSM 50%]
    G --> M[Commission Paid]
    H --> M
    I --> M
    K --> M
    L --> M
```

## The Influence vs. Execution Split for Multi-Touch Expansions

When expansions involve multiple stakeholders beyond just the AE and CSM—such as Solutions Engineers providing technical validation or account managers handling contract negotiations—a simple two-way split fails to capture the full picture. The Influence vs. Execution model assigns separate percentages for identifying the opportunity (influence) and closing it (execution), allowing for more granular attribution across multiple roles.

Under this model, influence credit is capped at 30% unless the influencer also closes the deal. For example, if a CSM surfaces an expansion need and an AE closes it, the CSM receives 30% for influence and the AE receives 70% for execution. If the AE identifies the need and the CSM supports with product demos or relationship hand-holding, the AE gets 80% for execution and the CSM gets 20% for influence. If a Solutions Engineer provides technical validation that directly enables the close, they might receive 10% from the execution share, reducing the AE's execution share to 60% while the CSM retains 30% for influence.

This model prevents the "all or nothing" fights over credit because each party's role is explicitly weighted upfront. Teams using this approach report a 15-25% increase in expansion revenue because AEs are more proactive in hunting for opportunities, and CSMs are incentivized to flag opportunities without feeling like they are doing the AE's job for free. The key implementation detail is that the influence percentage must be documented at the time the opportunity is created, not retroactively assigned after the deal closes. Companies should also set a maximum number of influence credits per deal—typically three roles maximum—to prevent dilution.

## The Pooled Expansion Bonus for Team-Based Accounts

In strategic accounts where multiple CSMs, AEs, or support engineers touch the expansion, individual splits create endless attribution disputes. The pooled expansion bonus model ties compensation directly to net revenue retention (NRR) or expansion revenue targets for the entire account team, eliminating the need to argue over individual credit.

Under this model, the company sets aside 5-8% of all expansion revenue generated from a specific account into a bonus pool. The pool is distributed quarterly based on a pre-agreed weighting: 50% to the AE, 30% to the CSM, 10% to the Solutions Engineer, and 10% to the account manager. The critical rule is that everyone gets paid only if the account hits its NRR target, such as 110% NRR. If the account falls below 100% NRR, the pool is reduced by 50%, aligning everyone toward keeping the account healthy while expanding it.

For example, if a $500,000 account expands by $100,000, the pool is $5,000 to $8,000. The AE receives $2,500 to $4,000, the CSM receives $1,500 to $2,400, and the SE and AM split the remainder. This structure eliminates credit stealing because the pool is shared rather than claimed. Teams using pooled bonuses report 10-15% higher NRR because CSMs and AEs collaborate rather than compete. The downside is that it can dilute individual motivation, so this model works best for the top 10-20% of accounts by revenue where collaboration is essential and churn risk is high.

## Commission Rate Structures and CSM Performance Metrics

The commission rate for expansion deals should be structured differently than new business commissions to reflect the lower acquisition cost and higher probability of close. A typical approach is to pay a lower commission rate on expansion revenue compared to new business, since the customer is already educated and the sales cycle is shorter. For example, if AEs earn 15% commission on new business, expansion commission might be set at 10-12% of the expansion deal value.

The split of this commission between AE and CSM depends on the attribution model described earlier. For a $30,000 expansion deal where the CSM sourced the opportunity and the AE closed it, using a 70/30 split with a 10% commission rate means the AE earns $2,100 and the CSM earns $900. This structure keeps the AE motivated to close while rewarding the CSM for relationship management.

CSM performance metrics should also include expansion revenue to create alignment. Most CSMs are measured solely on retention and NPS, which creates a blind spot for expansion opportunities. A better approach is to tie 50% of the CSM's bonus to retention metrics and 50% to expansion attach rate. CSMs with expansion-tied bonuses drive 25% higher expansion revenue than those on pure retention metrics, according to industry benchmarks. Similarly, AEs should have 50% of their bonus tied to new customer revenue and 50% to existing customer expansion, forcing focus on expansion account hunting rather than just greenfield prospecting.

## Red Flags and Common Mistakes in Expansion Compensation

Several common mistakes undermine expansion compensation plans and create conflict between sales and customer success teams. The most damaging is giving the CSM 50% or more on all expansion deals, which disincentivizes the AE from pursuing expansion opportunities. When the AE believes the CSM will handle expansion, the rep focuses entirely on new business, and overall expansion rates drop.

No written attribution rules represent the second most common failure. Without clear rules applied before the deal closes, every expansion deal becomes a negotiation between AE and CSM over credit, creating friction that damages team collaboration. Retroactive commission calculation—where splits are determined after the deal closes rather than when the opportunity enters the pipeline—invites disputes and undermines trust in the compensation system.

Counting add-on features as expansion deals is another critical mistake. Small feature add-ons that were part of the original contract negotiation should not warrant new commission. Paying commission on these add-ons incentivizes the AE to undersell the original deal and then upsell the features separately, artificially inflating expansion metrics. Finally, giving the AE 100% on expansion while the CSM gets nothing causes the CSM to stop caring about expansion entirely, missing the relationship-driven opportunities that CSMs are uniquely positioned to identify.

## Implementation Steps for a New Expansion Compensation Plan

Implementing a new expansion compensation plan requires careful change management to avoid disrupting existing relationships and pipeline. Start by auditing your current expansion deals over the past 12 months to understand the actual split patterns and identify where disputes occurred. This data informs the design of your new attribution matrix and tiered splits.

Next, document the new rules in a written compensation plan that covers all scenarios: CSM-sourced, AE-sourced, joint-sourced, and CSM-closed deals. Include the deal size tiers and corresponding split percentages. The plan must specify that attribution is determined at the time the opportunity enters the CRM, not after the deal closes. Train both sales and customer success teams on the new rules before implementation, and run a 30-day pilot with a small group of accounts to identify issues before rolling out broadly.

During the pilot, track three metrics: the number of compensation disputes, the average time to commission payout, and the expansion revenue per account. Target a 50% reduction in disputes and a 30% faster payout time. After the pilot, adjust the split percentages if needed based on feedback from both teams, then roll out to the full organization with a 90-day grace period where old rules still apply to deals already in pipeline.

```mermaid
flowchart TD
    A[Audit Current Expansion Deals] --> B[Document Attribution Rules]
    B --> C[Define Deal Size Tiers]
    C --> D[Train Sales and CS Teams]
    D --> E[Run 30-Day Pilot]
    E --> F{Disputes Reduced by 50%?}
    F -->|Yes| G[Full Rollout]
    F -->|No| H[Adjust Split Percentages]
    H --> D
    G --> I[90-Day Grace Period]
    I --> J[Monitor Quarterly NRR]
```

## Related questions

### What is the best commission split for expansion deals under $25,000?

A 70/30 split favoring the AE is standard for small expansions under $25,000, as the CSM typically surfaces the opportunity through relationship work while the AE closes it quickly.

### How do you handle expansion compensation when a Solutions Engineer is involved?

Use an Influence vs. Execution model where the SE receives 10% from the AE's execution share, reducing the AE to 60% while the CSM retains 30% for influence.

### Should add-on features bundled into the original contract count as expansion?

No, add-on features that were part of the original contract negotiation should not earn commission, as this incentivizes underselling the initial deal to generate artificial expansion.

### What metrics should CSMs have tied to expansion compensation?

CSM bonuses should be 50% tied to retention metrics and 50% tied to expansion attach rate, driving focus on customer health and growth simultaneously.

### How do you prevent disputes over expansion credit between AE and CSM?

Implement a written attribution matrix applied at opportunity creation, not after deal close, with clear categories for CSM-sourced, AE-sourced, joint-sourced, and CSM-closed deals.

## FAQ

**What is the most common commission split for expansion deals under $50,000?**
A 50/50 split between the AE and CSM is typical for smaller expansions under $50,000, reflecting the CSM's relationship role and the AE's execution effort in balanced contributions.

**How does the split change for expansion deals over $100,000?**
For deals over $100,000, the AE often receives 50-55% and the CSM receives 45-50%, recognizing the significant execution effort required for complex, high-value expansions.

**What if the CSM identifies the opportunity but the AE closes it?**
A common rule gives the AE 70% and the CSM 30%, with the CSM credited for surfacing the need and the AE earning more for leading the close execution.

**What if the AE identifies the need and the CSM only provides support?**
The AE typically receives 80% and the CSM 20%, rewarding the AE for driving the expansion strategy while the CSM's support role is lighter.

**What if both the AE and CSM jointly discover and close the deal?**
A 50/50 split is standard when both contribute equally, preventing arguments over credit in collaborative efforts where neither party clearly led.

**Should add-on products bundled into the same contract earn expansion commission?**
No, the AE usually receives 100% credit as the add-on is part of the original deal they closed, with no new selling effort warranting additional commission.

## Sources

- https://hbr.org/2017/01/the-right-way-to-structure-sales-compensation
- https://www.worldatwork.org/resources/total-rewards
- https://www.salesmanagement.org/research
- https://www.saastr.com/sales-compensation-plans-for-saas-companies
- https://www.bridgegroup.com/research
- https://www.gartner.com/en/sales/services/sales-compensation
- https://www.pavilion.com/reports/sales-compensation-benchmarks

## Related on PULSE

- [How should a 2027 RevOps team use weighted pipeline alongside CRO commit?](/knowledge/q12482)
- [How should sales managers in 2027 use AI deal-coaching agents alongside human coaching?](/knowledge/q12428)
- [How do AI forecast agents work alongside human RevOps in 2027?](/knowledge/q12324)
- [How do I track burn multiple alongside efficiency metrics?](/knowledge/q103)
- [For a founder still running land-and-expand playbooks alongside new enterprise or mid-market motions, how should commission/quota structure differ to prevent cannibalization?](/knowledge/q9526)
- [How do I structure a partner/channel motion alongside direct sales?](/knowledge/q92)

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Sources cited

joinpavilion.comhttps://www.joinpavilion.com/compensation-report bridgegroupinc.comhttps://www.bridgegroupinc.com/blog/sales-development-report bvp.comhttps://www.bvp.com/atlas/state-of-the-cloud-2026 news.crunchbase.comhttps://news.crunchbase.com/gainsight.comhttps://www.gainsight.com/joinpavilion.comhttps://www.joinpavilion.com/cro-report

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How do we comp reps on expansion/upsell deals when they're working alongside a CSM or account manager?

The Attribution Matrix: Defining Who Gets Credit Before the Deal Opens

Tiered Commission Splits Based on Deal Size

The Influence vs. Execution Split for Multi-Touch Expansions

The Pooled Expansion Bonus for Team-Based Accounts

Commission Rate Structures and CSM Performance Metrics

Red Flags and Common Mistakes in Expansion Compensation

Implementation Steps for a New Expansion Compensation Plan

Related questions

What is the best commission split for expansion deals under $25,000?

How do you handle expansion compensation when a Solutions Engineer is involved?

Should add-on features bundled into the original contract count as expansion?

What metrics should CSMs have tied to expansion compensation?

How do you prevent disputes over expansion credit between AE and CSM?

FAQ

Sources

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