article | July 5, 2011
3 Ways Sales Management Creates a Sales Culture in an Operation Firm
The legacy processes are different. The talent is hired biased towards operations. Some of the sales people are ‘washed up’ old operational managers. Heck, sometimes there isn’t even a Sales Leader. Just a couple Sales Managers reporting to the General Manager, Owner or Operational Leader. Some companies don’t even have Sales Management. The sales reps report directly to the GM.
How can you tell you sell in an Operational Driven Company?
DO YOU WORK IN AN OPERATIONAL CULTURE? Probably
Our benchmark shows that over 78% of companies lean towards an Operational Culture. Why?
BECAUSE Executives find sales a mystery. They can’t measure it exactly. They can’t place a ‘six-sigma’ process around sales. They can’t monitor sales people closely. They are scared.
This causes organizations to focus on product innovation, cost reduction, operational efficiencies and financial acumen. Not sales culture, sales processes, customer intimacy and rewarding compensation programs.
Look at these analytics:
“How do I install a sales culture in an Operational Driven Organization? I can’t change Executive Leadership. “
Many people have asked me” “Should I just quit and look for a company that is sales driven?”
3 Ways Sales Management can Create a Sales Culture in an Operational Driven Company:
Changing the culture of an organization comes from the top. The CEO, President, GM changes the culture. But you can affect it. You can install the sales culture on your team your people are dying for….and reap the rewards. It doesn’t happen overnight. It takes persistence and time. How much time? Ask Steve McKenzie. Steve walked into a $350mm operational driven region as the new Regional Sales VP. He drove a new sales culture in his region. Swapped out former operational driven sales reps who had been ‘parked’ in sales, replaced old general managers who were ‘trained’ to be sales managers and understood what the Regional Operations VP (which all the sales people reported under) needed so he could make his bonus. Results: Went from the worst revenue generating region of the company to the best. Time: 18 months.
Winston Churchill says” Don’t give up, don’t ever, ever, ever give up.”
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