24 03, 2015

I Want to Lead a Sales Transformation

By |2016-09-28T09:44:43+10:00March 24th, 2015|Human Capital Management, Sales Transformation|0 Comments

Your company has been under the pressure of competitors and market changes for several years. You have made the usual moves of cutting costs, changing suppliers, looked for innovation in products and services, and the pressure is still building. There is one frontier that remains untouched, and it is time [...]

8 12, 2014

Sales Enablement Means the Success of your Sales Team?

By |2016-05-19T15:07:22+10:00December 8th, 2014|Sales Transformation, Strategy Execution|0 Comments

Sales team success occurs from more than just relationships and a good brand name. That supports only 5% of the sales population and for the rest they require much more from their company. Sales is not unlike any other area of your business, contrary to popular rhetoric. Established effective business [...]

9 07, 2012

A Sales Transformation that Delivers a High ROI

By |2016-06-14T14:32:19+10:00July 9th, 2012|Sales Transformation|0 Comments

Reading Time: 5 minutes

The words ‘transformation’ or ‘change’ are business acronyms for making improvement to what a part of your company is currently doing. Whether that change is small in how an order is processed or a product ordered or a major change in the structure and activities of a large group of people. 

The catalyst to the majority of changes within a sales organization are often about more transparency, increased revenues and profits. Those type of changes goes to the core of who and what the company is and can never be treated with a ‘quick fix’ approach.

18 03, 2012

The Most Expensive Sales Model that Fails

By |2018-09-17T08:50:47+10:00March 18th, 2012|Sales Transformation|0 Comments

Reading Time: 5 minutes

Over the last few years companies have had to rethink their strategies and look at ways of reinventing themselves by being smarter and most of all more profitable. With deteriorating profits and top line revenue, action needed to be taken, and for some still does. Many have made deep cuts into their organizational operational costs whilst others have reshaped their organizations completely taking a new model to market that meets the demands of business today.

Some companies have responded well to the challenge, others have been too slow to respond, and some have taken an approach of what is referred to as shifting sand. They have shifted problems around the business (shifting sand) and it may well be they have created quick sand for themselves.