Building Sales Organizations

Building Sales Organizations


Running Sales Organizations
Creating Sales Professionals
Implementation Services
Consulting Services

Rarely do sales organizations realize their true potential. Mostly, performance is at sub optimal levels. The reason is simple: sales organizations evolve organically, fashioned out of the leadership and thoughts of charismatic sales leaders. Over the years, a few of the best practices remain, without the benefit of a foundational process framework.

To realize their potential, a framework of organization, process and practices needs to be created. Sometimes, existing sales organizations need to be rethought. Revalidated.

Based on our experience, we have evolved a six-step process to validate a sales organization, from a readiness perspective:

DSAM: Dominum Sales Alignment Model
DSAM is about energizing the sales organization by relentlessly focusing resources towards growing revenues exponentially.

DSAM is about constantly evaluating the deployment of sales resources for revenue growth.

There are six alignments that need to be in place for the sales resources to be productive. DSAM is a simple framework that orchestrates the six elements and helps build sales organization as a key competitive differentiator.

Market Alignment: Where sales resources need to focus, to realize organizational goals and drive revenue growth.
Organizational Alignment: How responsibility, accountability and authority are to be distributed within the sales organization so that the market is efffectively addressed.
Performance Metric Alignment: How organizational performance is measured to monitor progress; and what lead indicators should be used to manage sales.
Process Alignment: Foundational process and methodologies that will create a common vocabulary, internalize best practices and drive performance.
Support Alignment: Solutions and sales services that will support the sales organization.
Skill Alignment: What specific proficiencies the sales person should  have for his/her role, and at what maturity level.

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Sustaining a sales organization is like maintaining a high performance sports car. It takes a mix of passion and discipline   to keep the complex machine performing at the highest levels.

There are three things that need to occupy sales leaders attention:

Is my sales organization aligned correctly to meet our goals?

How effectively are my team-leaders reviewing opportunities and account strategies in a structured way that maximizes win rates, collapses cycle time and leads to rapid growth in account revenues? How are they coaching the sales team?

What are the sales proficiencies my sales team members need to have and how can these be acquired and reinforced?

Jim Holden maintains that the role of the sales leader is not to go out and win the big deals: it is about sustaining an environment that enables the front end sales person to engage and defeat competition, and establish and leverage relationships with powerful customer executives, thereby increasing revenue.

Sales leaders however, in many organizations, are happy to play the role of ‘super sales persons’, the quintessential cowboys, who jump onto their horses, ride into town and take on the 'bad-guys’! Over time many of them get badly injured, and few survive - often not knowing why they survived!

Implementing a foundational process for engaging customers is the first step. Dominum customizes and implements the Power Base Selling™ suite of solutions from Holden International.

Supporting the Power Base Compete Selling™  suite is Holden’s Power Base Compete Sales Manager Coaching™  - the process for sales leaders to review sales opportunities and coach team members.

The ongoing process to penetrate and develop large accounts is Power Base Compete Account Strategy™. It is about setting account goals and strategies that drive customer business impact and therefore revenue for your company.

Dominum customizes and implements Holden’s Power Base Compete suite of products.
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Soar beyond current realities! 

There comes a time in the evolution of companies, when corporate goals move beyond hovering around the industry growth rate.

The drivers for moving beyond industry growth can arise from several factors: market opportunities, share-holder expectations, survival, emerging economic trends, technological breakthroughs and competitive compulsions. All these are points of inflection, to turn revenue growth from linear to an exponential curve.

Achieving breakthrough requires non-traditional thinking. Jim Holden calls this ‘altering the balance of power’ in the industry. Unconventional thinking, from a sales point of view, means doing two things well, and in balance:

The first is delivering unexpected value to customers. Servicing customer RFPs and current demand delivers expected value. ‘Uncovering opportunities to deliver unexpected value leads to creating demand'*. This means working with the customer, collaboratively, to identify business impact that even the customer had not thought possible.

Equally important is the ability to engage and defeat competition. Unconventional thinking means ‘identifying and creating unexpected competition vulnerability'*.

Breakthrough initiatives result in exponential revenue growth. In reality, exponential growth will come about only if there is a consistent alignment of sales organization to breakthrough initiatives.  All six factors of the sales organizational alignment  - market, organization structure, performance metrics, process, support and skills - have to be evaluated.

* Jim Holden

Sales Alignment Model
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