@wouter our current risk: meet.coop as a black hole where we dump hours and hours without generating income / compensation. We need a compensation scheme that turns that around
Yes, contribution accounting (including principles for payback and recognition of contributions) is a close second to income, as a priority. So . . number #1 for this week’s circle meeting?
Immediate considerations for contribution accounting . .
- we settle a sales compensation for the sales teams as a percentage from the revenues of the members they have brought in / accompanied, of say 30% during the first year and 15% during subsequent years
- consider that our organisations, and ourselves invest considerable time in building up reputation and maintaining relationships
- after X months we evaluate and refine the compensation scheme
- in case several people consider themselves involved in the “sales” action, we should have clear procedures to possibly split the compensation in a reasonable way.
The remaining revenue should fund first of all the servers and other fixed costs and then a series of hours in DevOps and the other operational circles.
. . . this incentivises first of all the sales work
We need to discuss - and personally I hope, agree - this principle.
Personally . . I will take no financial payback for the user-relations work that I will do in England and perhaps elsewhere. So I expect a contribution accounting regime that is oriented to more than money flows (based on hours I guess), even if the algebra of ‘credit’ of other kinds is not at the top of our priority list right now. This is another version of what wouter said above about work on reputation and relationships?