Sustaining the Successful Selling Organization

Andris A. Zoltners, Prabhakant Sinha and Sally E. Lorimer

Chapter Chapter 9 in Sales Force Design For Strategic Advantage, 2004, pp 311-341 from Palgrave Macmillan

Abstract: Abstract This book has focused on sales force design. Sales force redesign is a major decision for most companies. It usually takes a significant event for a company to initiate a redesign. Earlier chapters described the types of triggers — the five forces — that spur resizing or restructuring of a selling organization. A company that has not achieved its forecast for several years because the sales force is not delivering sales will redesign. Market dynamics, such as customer consolidation and commoditization, will render a current structure obsolete. Companies will create a new sales force as they enter new markets with new products. An aggressive competitor can re-energize an entire industry by expanding its sales forces. Very rarely do companies redesign when productivity improvement is the only benefit for the change. The disruptive nature and the potential risks associated with change usually make companies defer the redesign decision until a significant event actually requires that change occur.

Keywords: Customer Relationship Management; Sale Force; Product Launch; Strategic Advantage; Selling Organization (search for similar items in EconPapers)
Date: 2004
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-51492-8_9

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DOI: 10.1057/9780230514928_9

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