Maximizing return from your most valuable resources
No matter how well you design and develop your Go-To-Market strategy, success is only realized when your sales force executes. To maximize the output from this substantial investment, you must drive how, where, and with whom your sales team operates.
Disappointing sales force productivity due to a lack of planning, follow-up, time managment, and potential-based customer focus.
Sales Management doesn’t have the skills and competencies to select, hire, develop, and retain the right talent, leading to high cost of employee turnover and lost revenue.
Sales resources competing with each other – direct sales force vs. distribution partners – leading to price concessions and damaged brand reputation.
Global, best practice sales management processes with systematic, potential-based sales call planning, disciplined execution, and follow-up.
Organizational design, team evaluation and selection, and implementation support, as well as individual training and coaching programs.
Tailored sales strategies, including distribution channels and network design, sales representative and distribution partner profiles, in addition to distributor evaluation and selection support.
creating a high-performing organization
From organization structure charts through detailed job descriptions, from leadership through execution roles, your organizations’ design and responsibilities must be clear, supportive of your main goals, and continually dialogued.
Missed revenue and income opportunities due to organizational silos, poor communication, and consistent need for re-work.
Overwhelming number of tasks on hand, lack of clear priorities, and a feeling of “we will never get it done”, leading to poor motivation, burn-out, and significantly reduced execution capabilities.
Lack of accountability, transparency, alignment, and below average performance, caused by a fast changing environment and organizational inflexibility.
Creating a “High Performance Environment” through decentralization, empowerment, alignment of key performance indicators, and link to improvement based motivation systems.
Tailored, best-practice Enterprise Operating System (EOS), focusing the organization on value adding initiatives, dramatically improving disciplined execution and target achievement.
Process driven organizational design allowing for flexibility and agility, in order to quickly adapt to changes in the market. Establishment of agreed upon roles, responsibilities, targets, and expectations.
The roadmap to capturing your best opportunities
Once you’ve done your research and know exactly where the high-potential opportunities exist, your strategy will align the who, how, when, and where questions to capture those opportunities - in a sustainable way.
Rapidly changing market and regulatory environments make it difficult to develop a traditional three to five-year strategy.
Strategy development is a major burden to the organization in terms of time and resources requirements and will divert necessary focus from crucial operational activities.
Questionable Return on Investment, as in many cases the strategic plan becomes obsolete the moment leadership leaves the the annual strategy meeting.
Adaptable strategy development approach to quickly account for changes in assumptions; moving from “absolute” strategic targets and initiatives to “relative”, market/environment-based targets and initiatives.
Standardized strategy development process making extensive use of available research, best-practice processes, and proven tools.
Establish regular strategy review (as a part of standard management processes) and link to operational targets and decision making.