ThinkSales

ANDRIS ZOLTNERS is a professor emeritus at Northwestern University’s Kellogg School of Management in Evanston, Illinois. He is also a co-founder of ZS Associates, a global business consulting firm headquartered in Evanston, and a co-author of The Pow

What do you attribute success in your sales organisation to? Sales is all about aligning the right people with the right product. We focus on understanding our client’s business and where their shortfalls are so that we can fill those gaps through o

Should you cover the entire market or double down on your sweet spot? You’re a CEO who just missed the quarterly number for the third time in a row. You know what happens next. You are on the hook to answer to the board and shareholders. Specifically

Reputable research shows that companies that implemented effective incentive and rewards programmes outperform companies that don’t by between 30% and 40%: This is to say that employees are impressively inspired to realise their individual and team p

Is it time to adapt your sales engagement process to align with today’s evolving buyers & buying processes? • Many sales engagement processes are informal and inconsistently executed • This makes it extremely difficult for sales managers to obtain co

What if you were offered a quick & powerful shortcut to identify critical development areas in your sales team? • A sales manager’s ability to identify each team member’s particular development areas is a lengthy and time-consuming process, one that

Sales managers are central to the performance of their teams. Have you considered how investing in them will yield results across their team? • Sales management is no less important than other business disciplines in finance, operations or marketing

Are your managers focusing on the key metrics that matter (the activities that actually move the needle)? 83% of sales organisations are not. • Despite managers’ regular analysis of the numbers, it has little or no impact on improving results • Sales

What would it mean to your number if your managers could improve the performance of their team by 8% through formal coaching? • While you recognise the need for coaching reps to strengthen development gaps, your managers are not well equipped to know

There is no doubt the business playing field has changed and every company will face extraordinary disruption over the next decade, driven by market forces far greater than the challenging business context in South Africa. This disruption will be led