In our research on sales force transformations for our new book, 7 Steps to Sales Force Transformation, the greatest challenge we heard from our interviews, as well as the survey was the difficulty in achieving sustainable change within a sales team. Even though sales teams and leaders excel at convincing others to change, they are typically highly resistant to change themselves. It’s no accident that there are five steps required to complete in our sales force transformation approach before moving to implementation, and this blog focuses on the third step: building your case for change.
Markets and customer expectations have changed overnight. You can plan to execute a sales transformation the right way or you should plan to fail. These are the 7 Steps you can't skip:
What does it take to truly transform your sales organization? Do you even need to transform, or simply tweak? What levers can you pull to ensure and even accelerate success? These are several of the key questions that Michael Perla and I set out to answer with a two-year research project that culminates with the publishing of our book, the 7 Steps to Sales Force Transformation, to be published by Palgrave Macmillan on January 5th, 2016.
Like many business projects, sales effectiveness projects are often focused on the big 3 – Increasing revenue, cutting costs and/or reducing risks. When we talk to sales leaders, the primary stated business objectives of sales transformation projects usually tie back to increasing revenue – capturing new accounts, improving up-sell and cross-sell, increasing renewal rates, increasing revenue per seller productivity.
Over the last few years, one of the most popular pieces on the Symmetrics Group website has been this Whitepaper – a go-to-market strategy primer. It’s a topic that many companies struggle with, and it requires both quantitative justification and qualitative ‘color’ to be actionable.
When it comes to go-to-market related questions, we often hear the following:
- Should I start up or expand my inside sales team?
- Does my indirect sales channel actually cost less than my direct team?
- How do our customers want to interact with us – through which channel, device, etc.?
- Overall, how can I increase my sales productivity, while also lowering my cost of sales?
These questions and many more point to the challenges of developing a go-to-market strategy.
Is your go-to-market strategy really a go-to-market tragedy? Here are 5 common pitfalls.
A great article in the WSJ (“Drug Firms Divert Pitch to Hospitals”) outlines how pharmaceutical sales reps are increasingly calling on hospital administrators as opposed to Doctors. The following graphic nicely summarizes this trend:
The title of this blog is a question I often hear from clients … and unfortunately, the answer is usually an “it depends.” The next reasonable question to ask is, “What does it depend on?”
Is your sales organization struggling? Here are 6 changes you can make to lift performance.
As part of researching effective sales transformations, Michael Perla and I have had the privilege of speaking with more than 30 sales leaders in the past 6 months to learn about their experiences leading change within their organizations. One of the interesting threads that we’ve consistently heard is the importance of leading change and how to communicate and lead an organization and functional area that can be highly resistant to change: sales.