01The problem with paying on booking
A dealer books ten plots in launch week and is paid. Four buyers never pay the confirmation. The company has paid commission on four plots it now has to resell, often through the same dealer. Nobody did anything wrong; the structure did.
02A structure that aligns everyone
| Event | Commission state | Typical share |
|---|---|---|
| Booking confirmed | Accrued (earned, not due) | — |
| Down payment cleared | Due | 50% |
| Confirmation cleared | Due | 25% |
| 12 installments paid | Due | 25% |
| Cancellation within 90 days | Clawback | 100% of paid |
03Tiers, splits and overrides
- Tiered by quarterly volume: 2.0% up to 10 bookings, 2.5% to 25, 3.0% above
- Split between a dealer and a referring agent (for example 70/30)
- Team-lead override of 0.5% on their team’s bookings
- Per project and per category, with effective dates so a change does not rewrite history
04Statements end disputes
Every dealer and agent should be able to open a statement showing each deal, the structure applied, what is earned, due and paid, and any clawbacks. When the number is visible before payday, the month-end argument disappears.
Commission tied to collection also turns dealers into recovery partners: they follow up their own buyers because their next tranche depends on it.
05Approvals and payout
Route payouts above a threshold to the CFO. Pay dealers through accounts payable and employees through payroll, both from the same approved ledger so nothing is paid twice.