Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
MANAGEMENT
TRAINING
CONSULTAION
Efforts to keep pace have so far had mixed results, to say the least. McKinsey
research reveals that two-thirds of business transformations do not
adequately meet their objectives. Only one in ten companies actually
sustains cost improvements beyond four years. Programs are sometimes
mismatched with needs or poorly executed, but in most instances the broken
link in the chain has been capabilities. Successful programs are by and large
those that create needed capabilities. Transformational aspirations must be
adequately supported by a skilled workforce, ready to achieve the change
mission.
The sales experience matters, and a good one starts by getting the basics
right. Companies should examine exactly how they are performing by
asking the following questions: What are the most influential drivers of the
sales experience? What things are your sellers doing that could damage
relationships? How does the perception your customers have of your sales
force compare to how they view your competitors? It is only by knowing
and understanding the answers to these questions that companies can begin
to identify and pursue the right fixes.
There’s a reason companies fear experimenting with the sales force, it is the
engine that drives revenue. No matter how patched up or spluttering that
engine may be, the thought of overhauling it fills senior executives with
dread. To keep sales flowing, companies will make piecemeal ongoing
repairs as long as they can.