The structure and productivity of sales forces have turned into major concerns for many C-level executives amid the pressures of slower economic growth, changing customer requirements, and rising competition.
Getting the sales structure right can have a huge impact on the future success of a company and mean billions in additional revenues, increased customer satisfaction, and significantly improved profits. Getting the sales structure wrong can have an equally big negative impact.
Given the stakes, a sales force redesign needs to be done carefully. Every sales force redesign needs to address two fundamental questions: How many sales forces are needed? And what is the optimal reporting structure? It also needs to be executed flawlessly. The risks are real, and success hinges on the support of senior management, the right enablers, and a phased, well-conceived rollout plan.