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Sustaining the Successful Selling Organization

In: Sales Force Design For Strategic Advantage

Author

Listed:
  • Andris A. Zoltners
  • Prabhakant Sinha
  • Sally E. Lorimer

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.

Suggested Citation

  • Andris A. Zoltners & Prabhakant Sinha & Sally E. Lorimer, 2004. "Sustaining the Successful Selling Organization," Palgrave Macmillan Books, in: Sales Force Design For Strategic Advantage, chapter 0, pages 311-341, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-51492-8_9
    DOI: 10.1057/9780230514928_9
    as

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