My Article Database: Free Articles for Teaching and Studying English as a Foreign Language in China - by Paul Sparks




 Homepage
 About Me
 Teachers
 Students
 Lessons
 Photographs
 Links
 World News
 ICQ Chat
 Contact Me
 Articles
 
My Article Database:

 

Accounting
Acne
Adsense
Advertising
Aerobics
Affiliate
Alternative
Articles
Attraction
Auctions
Audio Streaming
Auto Care
Auto Parts
Auto Responder
Aviation
Babies Toddler
Baby
Bankruptcy
Bathroom
Beauty
Bedroom
Blogging
Body Building
Book Marketing
Book Review
Branding
Breast Cancer
Broadband Internet
Business
Business Loan
Business Plan
Cancer
Car Buying
Career
Car Insurance
Car Loan
Car Maintenance
Cars
Casino
Cell Phone
Chat
Christmas
Claims
Coaching
Coffee
College University
Computer Tips
Cooking
Cooking Tips
Copywriting
Cosmetics
Craft
Creative Writing
Credit
Credit Cards
Credit Repair
Currency Trading
Data Recovery
Dating
Debt Relief
Diabetics
Diet
Digital Camera
Diving
Divorce
Domain
Driving Tips
Ebay
Ebook
Ecommerce
Email Marketing
E Marketing
Essay
Ezine
Fashion
Finance
Fishing
Fitness
Flu
Furniture
Gambling
Golf
Google
GPS
Hair
Hair Loss
HDTV
Health Insurance
Heart Disease
Hobbies
Holiday
Home Business
Home Improvement
Home Organization
Interior Design
Internet Tips
Investment
Jewelry
Kitchen
Ladies Accessories
Lawyer
LCD / PLASMA
Legal
Life Insurance

Click Here to Return to the Finance Articles Index

 

Don't Shoot the Sales Team

by: Steve Chriest
Revenue is down. Sales are slowing. The CEO looks up from the business plan and realizes that the company won’t meet analysts’ expectations. Focusing on the organization’s sales leader, the stage is set for sacrificing a scapegoat.

Upon who else should the axe fall when the sales organization misses revenue targets? After all, aren’t sales and revenue the responsibility of the sales leader? The answer may be as easily forgotten as it is obvious.

To one degree or another everyone in an organization impacts the revenue generating process. The strategic plan of the board of directors and the CEO provides the overall strategy for revenue generation. The marketing department provides crucial demographic and psychographic customer or client information on which the sales department relies in formulating industry and account strategies. Manufacturing, finance, legal, customer service and all other departments facilitate or constrain the process of generating revenue, each in their own peculiar way.

The sales organization’s influence in enterprise revenue generation is con-centrated in the sales pipeline. Identifying bona fide sales opportunities, managing those opportunities through the sales pipeline until they produce revenue, and then managing customer or client relationships are the primary responsibilities of the sales and sales management teams. Rarely, if ever, does the sales organization control the resources of manufacturing, marketing, finance, legal and customer service.

The picture most companies present to the world show the sales organization “out there,” in front of customers and clients and in front of the rest of the company’s departments. Even marketing, the first cousin of sales, is more often than not as disconnected from sales as are the other departments. The sales group leads the company charge, and the other departments take up rear support positions, providing tangible and intangible support.

Revenue generation is a cross functional, company-wide process that involves every department and all employees in the organization. The CEO and the Board of Directors set corporate strategy and everyone else in the organization executes that strategy. We have never observed a situation where the sales organization is in disarray while all the other business segments are humming along with little or no friction. In those rare cases where the failure or underperformance of an enterprise’s revenue generation process lies within the sales organization, the appropriate sales executives, managers and sales professionals should be held accountable and should suffer the requisite consequences. Before CEO’s shoot their sales teams, however, they might want to take a critical look at the entire revenue generation process and how each business segment contributes to or detracts from the success of the process. Like America’s favorite psychologist, Dr. Phil, would advise: Every department in an organization either contributes to the company’s revenue generation process or contaminates it.





About the author:
About the Author:
Steve Chriest is the founder of Selling Up™, a sales consulting firm specializing in sales improvement for organizations of all types and sizes in a variety of industries. He is also the author of Executive Focus, a book that details a plan and methodology for engaging with senior executives.


Circulated by Article Emporium

 

New! Watch Online Articles with YouTube for Free:

 

 

 

 

Click Here to Return to Top of Page