Think&Sell: how to improve the organization of the sales force
Posted: Tue Jan 14, 2025 6:17 am
Steve Martin begins by explaining that it is the leaders of an organization who establish a sales culture. And that therefore strong leadership establishing a clear direction and ideal behavior for its employees is often an important success factor. It is rather by using motivation and strength of character rather than authoritarian power that this leader will succeed in organizing his sales force correctly. singapore whatsapp data
This leader does not micromanage his sales force. Instead, he outsources it to local actors who ensure that the guidelines are implemented. It would be through the correlation of centralization and locally delegated authority that the sales force would find its success.Steve Martin is referring here to the theory of evolution. Thus, well-organized, successful sales forces would be constantly challenged in two ways. First, because each hire would bring a team member so qualified that he would lead his new colleagues to surpass themselves to be equal to him, but also because, precisely, all members of the sales team compare themselves to each other, constantly, against precise criteria. This therefore allows team members to leave whose contribution would not be up to par.A "public enemy number one" type competitor would also help, according to Steve Martin, the success of the sales force. All files and actions would thus be prepared more conscientiously to combat this feared and respected enemy. Individual effort is thus rewarded by common success!
The sales force of large companies is often divided into several regions: Europe, North America, Asia, etc. And these regions are sometimes themselves divided into several others: Eastern Europe or Scandinavia, for example. The competition between these different regions would also be a criterion of differentiation, according to the author of the article, between mediocre sales forces and excellent sales forces. Each region must prove that it is the best in a constant but friendly competition, and the regions or divisions respect each other and participate wholeheartedly in this game!
This leader does not micromanage his sales force. Instead, he outsources it to local actors who ensure that the guidelines are implemented. It would be through the correlation of centralization and locally delegated authority that the sales force would find its success.Steve Martin is referring here to the theory of evolution. Thus, well-organized, successful sales forces would be constantly challenged in two ways. First, because each hire would bring a team member so qualified that he would lead his new colleagues to surpass themselves to be equal to him, but also because, precisely, all members of the sales team compare themselves to each other, constantly, against precise criteria. This therefore allows team members to leave whose contribution would not be up to par.A "public enemy number one" type competitor would also help, according to Steve Martin, the success of the sales force. All files and actions would thus be prepared more conscientiously to combat this feared and respected enemy. Individual effort is thus rewarded by common success!
The sales force of large companies is often divided into several regions: Europe, North America, Asia, etc. And these regions are sometimes themselves divided into several others: Eastern Europe or Scandinavia, for example. The competition between these different regions would also be a criterion of differentiation, according to the author of the article, between mediocre sales forces and excellent sales forces. Each region must prove that it is the best in a constant but friendly competition, and the regions or divisions respect each other and participate wholeheartedly in this game!