Nonqualified deferred compensation techniques have long been viewed as flexible, “customizable” methods of dealing with specific issues of compensation in businesses. They are particularly well-suited to surgically precise arrangements for corporate executives to achieve goals of business growth, and they can be tailored in many respects to the time and method of reaching those goals.
By contrast, qualified retirement plans, although they enjoy greater tax advantages, must cover a broad range of employees and provide fairly consistent benefits to management and rank-and-file employees. For that reason, qualified plans have been found less useful as a means of achieving the goal of encouraging management performance.
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