Ink makes its mark with iceberg thinking

Purpose – This paper aims to describes how Ink, a firm that specializes in connecting companies with travelers, is to reform the system of incentives for its global sales teams by rewarding the way they sell rather than simply the sales they make. Design/methodology/approach – The paper explains the background to the so‐called “iceberg thinking” system of incentives and how “million‐second‐thinking” can help employees to make the most of the time they spend at work. Findings – The paper reveals that teams will be remunerated on the sales they make, but only if they have carried out the sale properly. Additionally, if the teams fulfill the sales process, Ink will guarantee to remunerate them even if those commitments do not lead to business or sales. Practical implications – The paper explains that iceberg thinking removes the risk for sales people as long as they focus on, perform and deliver the correct behaviors that will be the basis for delivering strong results. Social implications – The paper claims that iceberg thinking is a departure from the industry's traditional commission‐based sales structure and has the potential to revolutionize the way media sales are managed and rewarded. Originality/value – The paper describes a new way of thinking that enables companies to examine what is below the surface in a way that ensures that all key factors, behavioral influencers, touch‐points and barriers to success are addressed.