Explore Industry Research
What do Gartner, Forrester, and IDC have in common? They all named Anaplan a planning leader.
Online real estate media company Zillow Group acquired more than a dozen companies, established a presence in over 130 metro areas, and increased its revenue to over $1 billion in recent years. This dramatic growth made compensating the company’s sales employees very cumbersome. “Every month, things were more complex than they should have been,” recalls Karen Han, Director, Sales Finance. The Anaplan platform addressed that complexity, made compensation decisions proactive, and delivered information to help people manage and perform better.\r\n"}}" id="text-bb88eb84c5" class="cmp-text">
Online real estate media company Zillow Group acquired more than a dozen companies, established a presence in over 130 metro areas, and increased its revenue to over $1 billion in recent years. This dramatic growth made compensating the company’s sales employees very cumbersome. “Every month, things were more complex than they should have been,” recalls Karen Han, Director, Sales Finance. The Anaplan platform addressed that complexity, made compensation decisions proactive, and delivered information to help people manage and perform better.
由于员工现在触手可及的数据，他们花了更多的宝贵时间来做自己最擅长的事情：销售我们的产品。Karen Han, Director, Sales Finance
20
minutes for some data updates that formerly happened weekly
Easy
modification of compensation plans
淘汰
手动过程
Zillow Group’s former compensation system—old, manual processes—couldn’t cut it. The pain was felt by sales managers, frontline workers, and across various departments. Performance was difficult to track and share, historical data and analysis was challenging to compile, and employee changes had to be manually entered in several places. As new products and verticals were rolled out, the inefficient processes simply couldn’t scale.\r\n
“We knew it was time to automate the process to make things run more smoothly,” said Karen Han, Director, Sales Finance.
\r\nZillow Group committed to Anaplan for incentive compensation, and along with his team, Brandon Couch, Senior Analyst of Sales Finance, set to work. They created multiple models to manage compensation, engineered integration processes with company HRIS systems, and automated the display of pacing reports and goal-setting modules for sales employees. Han and Couch also developed detailed trainings and materials for different roles to reference.
\r\nA key cloud-to-cloud integration, managed with Boomi, is between Zillow’s Salesforce instance and its Anaplan Data Hub. Transaction data, entered and maintained in Salesforce, formerly was updated in Zillow’s plans weekly. Now it is updated every 20 minutes for some groups. Sales employees and sales managers can view their earnings and performance data in real time. Self-service dashboards instantly deliver information to stakeholders throughout the company. Pacing reports and goal-setting capabilities help sales employees plan ahead. The end results are happier and more productive employees and better insight for sales managers, while Han and Couch now spend less time on administrative tasks and more time on value-added activities.
\r\n“All interested parties are looking at the same data now,” Han explains. “Nobody on our team is spending their valuable time hunting down the correct numbers.”
\r\nTo Han and Couch, any potential solution had to meet four requirements: collaboration, transparency, automation, and flexibility. Collaboration meant that stakeholders across Sales Leadership, Finance, HR, Analytics, and Sales Operations had a central source of actionable data that could be used to make quicker, better decisions. Transparency meant full access to current and historical data, with proper access controls. To satisfy the automation requirement, the new system had to accurately calculate all the various plan types, attach them to the right roles, and flow to all the right places. Flexibility meant the ability to support the pace of change and scale as the company grew. Only Anaplan met all four criteria.
\r\n"}}" id="text-472b056ffb" class="cmp-text">Zillow Group的以前的薪酬制度 - 沃尔，手动流程 - 可能不会削减它。The pain was felt by sales managers, frontline workers, and across various departments. Performance was difficult to track and share, historical data and analysis was challenging to compile, and employee changes had to be manually entered in several places. As new products and verticals were rolled out, the inefficient processes simply couldn’t scale.
“We knew it was time to automate the process to make things run more smoothly,” said Karen Han, Director, Sales Finance.
Zillow Group committed to Anaplan for incentive compensation, and along with his team, Brandon Couch, Senior Analyst of Sales Finance, set to work. They created multiple models to manage compensation, engineered integration processes with company HRIS systems, and automated the display of pacing reports and goal-setting modules for sales employees. Han and Couch also developed detailed trainings and materials for different roles to reference.
由Boomi管理的关键云到云集成在Zillow的Salesforce实例及其Anaplan数据中心之间。交易数据已在Salesforce输入和维护，以前在Zillow的计划中进行了更新。现在，对于某些组，每20分钟进行一次更新。销售员工和销售经理可以实时查看其收入和绩效数据。自助服务仪表板立即向整个公司的利益相关者提供信息。起搏报告和目标设定功能可帮助销售员工提前计划。最终结果是更快乐，更有生产力的员工，并且对销售经理的洞察力更好，而Han和Couch现在花费更少的时间在管理任务上，而在增值活动上的时间更多。
汉解释说：“所有感兴趣的各方现在都在查看相同的数据。”“我们团队中没有人会花宝贵的时间来寻找正确的数字。”
To Han and Couch, any potential solution had to meet four requirements: collaboration, transparency, automation, and flexibility. Collaboration meant that stakeholders across Sales Leadership, Finance, HR, Analytics, and Sales Operations had a central source of actionable data that could be used to make quicker, better decisions. Transparency meant full access to current and historical data, with proper access controls. To satisfy the automation requirement, the new system had to accurately calculate all the various plan types, attach them to the right roles, and flow to all the right places. Flexibility meant the ability to support the pace of change and scale as the company grew. Only Anaplan met all four criteria.
Karen Han, Senior Manager, Sales Finance: Zillow Group is a media company that houses the largest real estate platform, both on mobile on web.\r\n
The sales finance team is responsible for variable compensation across all groups at Zillow. We also report on many metrics and support incentive compensation.
\r\nBrandon Couch, Senior Analyst, Sales Finance: In our company, the sales org is very, very dynamic. People are changing roles all the time.
\r\nWhat region you’re in, what manager you report to, what your title is determines how you get paid.
\r\nBefore Anaplan, the transaction data came like three days after the month closed. And then we’d start calculating everything. And then a couple weeks after that, then we’d send out to our sales team.
\r\nNow with Anaplan we have, every 20 minutes, sales data running through the system and sales people looking and seeing where they’re pacing for the end of the month.
\r\nKaren Han: Pacing reports allow our managers to ultimately coach proactively. They can now see high performers, but also areas of opportunity that allows them to coach within the current performance period.
\r\nAs we continued to grow, we needed to ensure that we streamlined our processes and also had data integrity. We needed a solution that would automatically calculate all of our various plans, roles, attach it to the right employee. also, any time we made a change within a model, for it to flow correctly to the right places.
\r\nAnaplan was the only platform that was able to integrate all our different platforms into one central place and allow for the flexibility we needed.
\r\nBrandon Couch: So, HR inputs people, title, manager, region, and then that flows through the entire system and pops out a correct payout for that person.
\r\nI really like having a new tool at my disposal. Before it’s like, “Well how do we, you know, make this Excel spreadsheet better?” And then I was like, “Well how do I build a cool Anaplan model to, you know, capture all this data?”
\r\nKaren Han: Because employees now have data at their fingertips that they can access at any time, they now are spending more of their valuable time doing what they do best, selling our products.
\r\n"}}" id="text-020804709a" class="cmp-text">Karen Han, Senior Manager, Sales Finance: Zillow Group is a media company that houses the largest real estate platform, both on mobile on web.
The sales finance team is responsible for variable compensation across all groups at Zillow. We also report on many metrics and support incentive compensation.
销售融资高级分析师布兰登·库奇（Brandon Couch）：在我们公司中，销售组织非常非常充满活力。人们一直在改变角色。
What region you’re in, what manager you report to, what your title is determines how you get paid.
Before Anaplan, the transaction data came like three days after the month closed. And then we’d start calculating everything. And then a couple weeks after that, then we’d send out to our sales team.
现在，使用Anaplan，我们每20分钟，销售数据通过系统运行，销售人员以及销售人员看起来并查看他们在月底的起搏。
卡伦·汉（Karen Han）：起搏报告允许我们的经理最终主动执教。他们现在可以看到高表现的人，也可以看到机会领域，使他们能够在当前的表现期内执教。
As we continued to grow, we needed to ensure that we streamlined our processes and also had data integrity. We needed a solution that would automatically calculate all of our various plans, roles, attach it to the right employee. also, any time we made a change within a model, for it to flow correctly to the right places.
Anaplan was the only platform that was able to integrate all our different platforms into one central place and allow for the flexibility we needed.
布兰登·库奇（Brandon Couch）：因此，人力资源输入人，标题，经理，地区，然后流过整个系统，并为该人提供正确的支出。
I really like having a new tool at my disposal. Before it’s like, “Well how do we, you know, make this Excel spreadsheet better?” And then I was like, “Well how do I build a cool Anaplan model to, you know, capture all this data?”
凯伦·汉（Karen Han）：由于员工现在可以随时可以访问他们的数据，因此他们现在花更多的宝贵时间来做自己最擅长的事情，销售我们的产品。
