A rapidly changing environment is the regular background against which organisations must develop.
Change is continuous and will become more rapid as we move forward over time. Senior management must be capable of reacting to those changes, be prepared to take advantage of them and yet stay within the overall framework and agreed strategy.
The role of strategy is fundamental if the people within an organisation are to be enabled to make the level of contribution of which they are capable. Strategy, based on a good grasp of the core competencies of a business, is an essential precursor to achieving optimal shareholder value.
Dependence on salespeople is key to delivering the latent capability of a business. Our salespeople are the greatest source of competitive advantage we have and that is precisely why we should continue to invest in them and fully develop them. This is particularly true now that in most market sectors competitive advantage is continually being eroded – i.e. International barriers are coming down, selling time is becoming limited, competitors are getting smarter, fewer and fewer names are appearing on companies’ databases and product uniqueness is rare.
Conversely, undeveloped personnel can bring down a company through inadequate performance, leaving the competition to harvest the marketplace.
Next week as promised, I will begin sharing with you how you can meet all five challenges.
Latest News: Here is a final opportunity to join Wendy Weiss, Paul McCord, Leanne Hoagland Smith, Kendra Lee and myself on Tuesday, when we present the latest Top Sales Expert’s Roundtable –
“Tips for Finishing the Year Strongly”
Registration is normally $99.50, but I am happy to provide you with a complimentary place – so book here