This is an issue that will worry you a lot in the early days — but in the end, doesn’t matter.
Some customers won’t end up paying. Yes, you can and should clawback the sales commission on those deals. But it won’t really matter. Because this isn’t very common. Customers rarely go through all the steps of a sales process, deploy a product into production — and then don’t pay. Because you can always just turn off the product …
And if you pay sales reps a full annualized commission on monthly/quarterly deals, some deals won’t last a year or longer, and you may want to clawback part of that commission. But it won’t amount to all that much.
Clawbacks usually end up being trivial in size and relevance to the org. Put them in your comp plan so you can rest easy that everyone is being treated fairly and incentives are aligned with your sales team.
And the first time a medium-size customer doesn’t pay, it will create stress with the rep, probably her boss, finance, etc.
But if 1%-2% of your revenue is “clawed back” it won’t matter. Just take a small reserve and move on.
Where clawbacks and such do get material is if you pay reps a full commission on deals that are really a 30–60–90 day proof-of-concept or trial. A far high percent of POCs and trials may well not convert to long-term customers. Enough at least to be material. Most companies don’t pay the commissions unless these deals convert to full contracts.
However, I did. In the end, almost all of our trials converted, and as long as the trial was an “opt out” vs. “opt in”, I paid the full commission upfront.