By Michael Port
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Additional info for Book Yourself Solid: The Fastest, Easiest, and Most Reliable System for Getting More Clients Than You Can Handle Even if You Hate Marketing and Selling
In the Page 15 case of the sales force, such a subculture attempts to align sales actions and behavior with the values of the company. Companies also develop sales management programs, particularly incentive compensation schemes, that support and communicate the corporation's cultural values. But as the examples show, marketplace developments and the resulting evolution in corporate culture suggest that parallel changes are required in the systems that control, monitor, and motivate the sales force.
Much of the company's success was due to its aggressive sales strategy, which had called for its sales force to double in size in three years. It was now twice as large as its closest competitor. Unfortunately, the company had begun to have problems with this sales force, experiencing declining morale and a 25 percent turnover rate. It became clear that what was once the company's competitive advantage might now be a liability. Improving sales effectiveness was imperative for sustaining the target growth rate.
Page 17 This arrangement disposes the sales force to seek quick and easy sales. It is difficult for the company to direct selling efforts toward other strategic goals, such as selling to selected customer groups or pursuing relationship-building activities, that do not result in an immediate sale. Market Culture Here the marketing and sales functions are given a high priority, and all senior executives participate actively in formulating strategies. Market-driven companies focus on achieving market-based strategic goals and recognize the importance of knowing their current and potential customers.