Case Study- Consulting

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58 | How Right Should the Customer Be?

Erin Anderson and Vincent Onyemah

If your salespeople aren’t sure who their boss is – the

district manager? the regional manager? the cus-

tomer? – it could be a sign that your company’s sales

force controls are working at cross-purposes and that

your sales function is in trouble.

Sales force controls are the policies and practices

that govern the way you train, supervise, motivate,

and evaluate your sales staff. They include the types

of compensation you offer your people and the cri-

teria your sales managers use to evaluate the reps’

performance. These controls let salespeople know

which trade-offs the company would prefer them to

make when the inevitable conflicts arise between

what they want to do (spend lots of time and money

to get a sale) and what they actually can do (use lim-

ited resources and still get the sale).

When sales force controls aren’t aligned – when,

say, the system simultaneously encourages reps to be

entrepreneurial but also to file detailed call reports

and check in frequently with their bosses – individu-

als become discouraged and unproductive, and they

eventually leave the company.

The authors’ research suggests there are signifi-

cant differences between the control systems of com-

panies that encourage salespeople to put the cus-

tomer first – outcome control (OC) systems – and

those that encourage reps to put their managers

first – behavior control (BC) systems. In this article,

they list the characteristics of OC and BC systems,

describe the potential fallout from conflicts within

these systems, and explain how you can tell which

control system is appropriate for your firm. In most

cases, the right choice will be a consistent system

somewhere in the middle of the OC-BC continuum.

Reprint R0607D; HBR OnPoint 1001;

OnPoint collection “Supercharge Your Sales

Force” 1005

THE WORLD’S GREATEST SALESMAN…page 16

July–August 2006 www.hbr.org

58 How Right Should the Customer Be? Erin Anderson and Vincent Onyemah

68 Ending the War Between Sales and Marketing Philip Kotler, Neil Rackham, and Suj Krishnaswamy

80 Match Your Sales Force Structure to Your Business Life Cycle Andris A. Zoltners, Prabhakant Sinha, and Sally E. Lorimer

The HBR Interview

90 Leading Change from the Top Line Fred Hassan of Schering-Plough

102 Better Sales Networks Tuba Üstüner and David Godes

114 The Sales Learning Curve Mark Leslie and Charles A. Holloway

124 The Ultimately Accountable Job: Leading Today’s Sales Organization Jerome A. Colletti and Mary S. Fiss

PLUS:Best of HBR Benson P. ShapiroRonald S. PosnerEdward C. BurskDavid MayerHerbert M. GreenbergThomas V. Bonoma

SPECIAL DOUBLE ISSUE

July–August 2006

E x e c u t i v e S u m m a r i e s

It takes both savoir faire (know how to do) and savoir être (know how to be) to master sales in the field. – page 58

SALES

 

 

FORETHOUGHT

16 | A Portfolio Approach to Sales Vendors that match specific sales capabili- ties to opportunities and provide thought- ful support can maximize their return over the long term. Those that use a four- pronged portfolio approach are likely to do better than their peers. Reprint F0607A

Selling the Sales Force on Automation Sales force automation applications have great potential to enhance companies’ sales processes, yet many reps strongly re- sist SFA implementation. Five recommen- dations can help smooth the integration. Reprint F0607B

Sales Reps’ Biggest Mistakes From poor listening skills to the failure to follow up, salespeople offend potential customers in a variety of ways. Here’s a chance for reps to take note of – and cor- rect – the errors of their ways. Reprint F0607C

Finding the Weak Links According to a recent survey, top execu- tives are consistently underwhelmed by their companies’ sales forces. What can executives do to improve their sales func- tions? Strive for a full spectrum of excel- lence. Reprint F0607D

Give Me That Old-Time Motivation People remember the salesman, but rarely is the sales manager recognized in the his- tory books. Still, some old-time sales lead- ership techniques may hold the key to present-day success. Reprint F0607E

Love Your Customers Joe Girard, the world’s greatest salesper- son, reveals the secret to his unparalleled achievement. Reprint F0607F

HBR CASE STUDY

28 | Old Hand or New Blood? Frank V. Cespedes

Fusilier Technology is in disarray. Its vice

president of sales is leaving, the company’s

new growth strategy to sell customized

business solutions has stalled, and sales

have been flat for five years.

Bill MacLeod, Fusilier’s CEO, has to

choose between two very different candi-

dates for the top sales job: a veteran sales di-

rector who has excelled under the old order

and a brash outsider who has experience

selling solutions but doesn’t know the in-

dustry. With an outside board director pres-

suring him to accelerate the pace of change,

MacLeod ponders which candidate can

best help the company make the transition.

Fusilier’s new solutions strategy has

made the decision that much more diffi-

cult. Under this model, the company must

revamp its incentives, training, and pro-

cesses for deploying the sales force. Histor-

ically, compensation has been based

largely on an individual rep’s results, and

sales training has focused on product fea-

tures and cost-performance advantages,

not on the business issues facing custom-

ers. Now salespeople need to understand,

promote, and select from an entire portfo-

lio of products and services offered both

by Fusilier and by its business partners.

What’s more, they need to collaborate with

Professional Services, the new consulting

unit whose mission is to jump-start the

solutions-centric approach.

Whom should MacLeod hire for the top

sales job, and what should he do to put

Fusilier back on a growth track? Four ex-

perts comment on this fictional case study:

Alston Gardner, founder of OnTarget, a

sales training and consulting firm; Steve

Kerr, a managing director and the chief

learning officer of Goldman Sachs; Randall

D. Kelley, a partner of the executive search

firm Spencer Stuart; and Andrea L. Dixon,

an associate professor of marketing at the

University of Cincinnati.

Reprint R0607A

Reprint R0607X: Case only

Reprint R0607Z: Commentary only

42 | Leveraging the Psychology of the Salesperson: A Conversation with Psychologist and Anthropologist G. Clotaire Rapaille

We have to admire salespeople’s resilience

in the face of endless rejection, their cer-

tainty that things will work out in the end.

At the same time, we’re repelled by what

their job can do to them. (Think Death of

a Salesman and Glengarry Glen Ross, dra-

matic portraits of hollowness and moral

capitulation.)

Just what type of person goes into sales,

and how do salespeople cope with their

jobs? For insight into these questions,

HBR approached G. Clotaire Rapaille, a

psychologist, anthropologist, and market-

ing guru who researches the impact of cul-

ture on business and markets. In particu-

lar, he studies archetypes – the underlying

patterns in psychology that illuminate the

human condition – and shows organiza-

tions how to use those patterns to sharpen

their sales and marketing efforts. He

points out, for instance, that a keen under-

standing of the Great Mother archetype

has helped Procter & Gamble achieve

great success with Pantene hair products.

By promoting nutrition – and reminding

consumers that hair must be nurtured –

the Pantene brand appeals to the maternal

instinct.

Rapaille says that salespeople have their

own archetype: They are Happy Losers

who relish rejection and actually seek out

jobs that provide opportunities to be

turned down. That, of course, has implica-

tions for how they should be managed.

Rapaille’s research shows that the leading

motivator in sales is not money; it’s the

thrill of the chase.“Hold huge company

meetings where you give a salesperson

the gold medal of rejection,” he advises.

“Jonathan sold 500,000 computers last

month, but he was rejected 5 million

times! It may sound ludicrous, but this is

the way to get fire in the belly of your sales

force – particularly in America, where beat-

ing the odds is highly prized.”

Reprint R0607B

186 harvard business review | hbr.org

IDEAS & TRENDS SALESHUMAN RESOURCES

 

 

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48 | Understanding What Your Sales Manager Is Up Against

Barry Trailer and Jim Dickie

Every year, the research firm CSO Insights

publishes the results of its Sales Perfor-

mance Optimization survey, an online

questionnaire given to more than 1,000

sales executives worldwide that seeks to

examine the effectiveness of key sales prac-

tices and metrics. In this article, two part-

ners from CSO provide the 2005 and 2006

survey highlights, which describe the chal-

lenges today’s sales organizations face and

how they’re responding.

An overall theme is the degree to which

the buy cycle has gotten out of sync with the

sell cycle. Buyers have always had a buy

cycle, starting at the point they perceive

a need. Sellers have always had a sales cy-

cle, starting at the point they spot a pros-

pect. Traditionally, the two have dovetailed–

either because the seller created the buyer’s

perception of need or because the buyer

pursued a need by contacting a salesper-

son (often for product information). Now

the buy cycle is often well under way

before the seller is even aware there is a

cycle – in part because of the information

asymmetry created by the Internet. The

implications for managing a sales organi-

zation are profound in that sales training

must now address how reps handle an

environment in which buyers have more

knowledge than they do.

The authors offer evidence that sales

executives are taking – and should take –

aggressive action to train and retain sales

talent, manage the sales process, and use

sales support technologies to meet the

challenges of this new environment.

Reprint R0607C

68 | Ending the War Between Sales and Marketing

Philip Kotler, Neil Rackham, and

Suj Krishnaswamy

Sales departments tend to believe that

marketers are out of touch with what’s

really going on in the marketplace. Market-

ing people, in turn, believe the sales force

is myopic – too focused on individual cus-

tomer experiences, insufficiently aware of

the larger market, and blind to the future.

In short, each group undervalues the

other’s contributions. Both stumble (and

organizational performance suffers) when

they are out of sync. Yet few firms seem to

make serious overtures toward analyzing

and enhancing the relationship between

these two critical functions.

Curious about the misalignment be-

tween Sales and Marketing, the authors in-

terviewed pairs of chief marketing officers

and sales vice presidents to capture their

perspectives. They looked in depth at the

relationship between Sales and Marketing

in a variety of companies in different in-

dustries. Their goal was to identify best

practices that could enhance the joint per-

formance and increase the contributions of

these two functions. Among their findings:

• The marketing function takes different

forms in different companies at different

product life cycle stages. Marketing’s in-

creasing influence in each phase of an or-

ganization’s growth profoundly affects its

relationship with Sales.

• The strains between Sales and Market-

ing fall into two main categories: economic

(a single budget is typically divided be-

tween Sales and Marketing, and not always

evenly) and cultural (the two functions at-

tract very different types of people who

achieve success by spending their time in

very different ways).

In this article, the authors describe the

four types of relationships Sales and Mar-

keting typically exhibit. They provide a di-

agnostic to help readers assess their com-

panies’ level of integration, and they offer

recommendations for more closely align-

ing the two functions.

Reprint R0607E; HBR OnPoint 1014;

OnPoint collection “Supercharge Your

Sales Force” 1005

SALES ORGANIZATION & CULTURE

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80 | Match Your Sales Force Structure to Your Business Life Cycle Andris A. Zoltners, Prabhakant Sinha,

and Sally E. Lorimer

Although companies devote considerable

time and money to managing their sales

forces, few focus much thought on how the

structure of the sales force needs to change

over the life cycle of a product or a busi-

ness. However, the organization and goals

of a sales operation have to evolve as busi-

nesses start up, grow, mature, and decline

if a company wants to keep winning the

race for customers.

Specifically, firms must consider and

alter four factors over time: the differing

roles that internal salespeople and exter-

nal selling partners should play, the size

of the sales force, its degree of specializa-

tion, and how salespeople apportion their

efforts among different customers, prod-

ucts, and activities. These variables are crit-

ical because they determine how quickly

sales forces respond to market opportu-

nities, they influence sales reps’ perfor-

mance, and they affect companies’ reve-

nues, costs, and profitability.

In this article, the authors use time-

series data and cases to explain how, at

each stage, firms can best tackle the rele-

vant issues and get the most out of their

sales forces. During start-up, smart com-

panies focus on how big their sales staff

should be and on whether they can depend

upon selling partners. In the growth phase,

they concentrate on getting the sales

force’s degree of specialization and size

right. When businesses hit maturity, com-

panies should better allocate existing re-

sources and hire more general-purpose

salespeople. Finally, as organizations go

into decline, wise sales leaders reduce sales

force size and use partners to keep the

business afloat for as long as possible.

Reprint R0607F

THE HBR INTERVIEW

90 | Leading Change from the Top Line

Fred Hassan

Interviewed by Thomas A. Stewart

and David Champion

Most CEOs who specialize in turning

around struggling companies focus on

costs. But for Fred Hassan, chairman and

CEO of Schering-Plough, the primary focus

in a turnaround is the top line. Since 2003,

when Hassan took the helm at the global

pharmaceutical company, he has overseen

a remarkable recovery in performance.

And consistent with his philosophy, the

turnaround started with sales.

Considering sales reps as less than cru-

cial to strategy, Hassan cautions, is a big

mistake. At Schering-Plough, he has con-

centrated on motivating and organizing

salespeople to create trusting relationships

with doctors.“You have to differentiate the

salesperson in the customer’s mind – just

like you differentiate brands,” he explains.

A doctor may see 60 pharmaceutical reps

on a regular basis but actually trust far

fewer. To earn a spot in this inner circle,

Schering-Plough reps try to turn each cus-

tomer encounter into an occasion to help

doctors provide better care for their pa-

tients. Schering-Plough also restructured

its sales forces so that reps carry not just

one kind of product, as they do in most

pharmaceutical companies, but several.

Covering a broad range of treatments gives

reps more ways to build value-adding rela-

tionships with doctors.

In this interview, Hassan discusses his

success at Schering-Plough and his experi-

ences at other pharmaceutical companies.

During his career, he has built a reputation

for being in tune with the front lines, as

well as for reaching out to the managers

who supervise salespeople. He has found

that this level of personal attention not

only makes reps feel respected but also

gives him valuable strategic insights.

Reprint R0607G

102 | Better Sales Networks Tuba Üstüner and David Godes

Anyone in sales will tell you that social net-

works are critical. The more contacts you

have, the more leads you’ll generate, and,

ultimately, the more sales you’ll make. But

that’s a vast oversimplification. Different

configurations of networks produce differ-

ent results, and the salesperson who devel-

ops a nuanced understanding of social net-

works will outshine competitors.

The salesperson’s job changes over the

course of the selling process. Different abil-

ities are required in each stage of the sale:

identifying prospects, gaining buy-in from

potential customers, creating solutions,

and closing the deal. Success in the first

stage, for instance, depends on the sales-

person acquiring precise and timely infor-

mation about opportunities from contacts

in the marketplace. Closing the deal re-

quires the salesperson to mobilize contacts

from prior sales to act as references.

Managers often view sales networks

only in terms of direct contacts. But some-

one who knows lots of people doesn’t nec-

essarily have an effective network because

networks often pay off most handsomely

through indirect contacts. Moreover, the

density of the connections in a network is

important. Do a salesperson’s contacts

know all the same people, or are their asso-

ciates widely dispersed? Sparse networks

are better, for example, at generating

unique information.

Managers can use three levers – sales

force structure, compensation, and skills

development – to encourage salespeople

to adopt a network-based view and make

the best possible use of social webs. For ex-

ample, the sales force can be restructured

to decouple lead generation from other

tasks because some people are very good

at building diverse ties but not so good at

maintaining other kinds of networks. Com-

panies that take steps of this kind to help

their sales teams build better networks will

reap tremendous advantages.

Reprint R0607H

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114 | The Sales Learning Curve Mark Leslie and Charles A. Holloway

When a company launches a new product

into a new market, the temptation is to

immediately ramp up sales force capacity

to gain customers as quickly as possible.

But hiring a full sales force too early just

causes the firm to burn through cash and

fail to meet revenue expectations. Before it

can sell an innovative product efficiently,

the entire organization needs to learn how

customers will acquire and use it, a process

the authors call the sales learning curve.

The concept of a learning curve is well

understood in manufacturing. Employees

transfer knowledge and experience back

and forth between the production line and

purchasing, manufacturing, engineering,

planning, and operations. The sales learn-

ing curve unfolds similarly through the

give-and-take between the company – mar-

keting, sales, product support, and product

development – and its customers. As cus-

tomers adopt the product, the firm modi-

fies both the offering and the processes

associated with making and selling it.

Progress along the manufacturing curve

is measured by tracking cost per unit: The

more a firm learns about the manufactur-

ing process, the more efficient it becomes,

and the lower the unit cost goes. Progress

along the sales learning curve is measured

in an analogous way: The more a company

learns about the sales process, the more ef-

ficient it becomes at selling, and the higher

the sales yield.

As the sales yield increases, the sales

learning process unfolds in three distinct

phases – initiation, transition, and execu-

tion. Each phase requires a different size –

and kind – of sales force and represents a

different stage in a company’s production,

marketing, and sales strategies. Adjusting

those strategies as the firm progresses

along the sales learning curve allows man-

agers to plan resource allocation more

accurately, set appropriate expectations,

avoid disastrous cash shortfalls, and reduce

both the time and money required to turn

a profit.

Reprint R0607J; HBR OnPoint 1003;

OnPoint collection “Get Your Innovations

to Market – and Keep Them There” 1006

124 | The Ultimately Accountable Job: Leading Today’s Sales Organization

Jerome A. Colletti and Mary S. Fiss

In recent years, sales leaders have had to

devote considerable time and energy to

establishing and maintaining disciplined

processes. The thing is, many of them stop

there – and they can’t afford to, because the

business environment has changed. Cus-

tomers have gained power and gone global,

channels have proliferated, more product

companies are selling services, and many

suppliers have begun providing a single

point of contact for customers.

Such changes require today’s sales lead-

ers to fill various new roles:

Company leader. The best sales chiefs

actively help formulate and execute com-

pany strategy, and they collaborate with all

functions of the business to deliver value

to customers.

Customer champion. Customers want

C-level relationships with suppliers in

order to understand product strategy, look

at offerings in advance, and participate in

decisions made about future products–and

sales leaders are in the best position to

offer that kind of contact.

Process guru. Although sales chiefs

must look beyond the sales and customer

processes they have honed over the past

decade, they can’t abandon them. The focus

on process has become only more impor-

tant as many organizations have begun

bundling products and services to meet

important customers’ individual needs.

Organization architect. Good sales

leaders spend a lot of time evaluating and

occasionally redesigning the sales organi-

zation’s structure to ensure that it supports

corporate strategy. Often, this involves

finding the right balance between special-

ized and generalized sales roles.

Course corrector. Sales leaders must

watch the horizon, but they can’t take their

hands off the levers or forget about the

dials. If they do, they might fail to respond

when quick adjustments in priorities are

needed.

Reprint R0607K

140 | Making the Major Sale Benson P. Shapiro and Ronald S. Posner

Many companies today are faced with

large, complex selling situations – they sell

expensive equipment that affects many

parts of a customer’s company, they work

on sales that may take several years to con-

summate, or they arrange mergers with

other organizations. These major sales

need special handling: They are more com-

plex than smaller transactions, their poten-

tial profit is larger, and they have a more

lasting effect on both buyer and seller.

In this article, first published in 1976,

the authors develop a systematic approach

that companies can use not only to facili-

tate the sale but also to ensure the long-

term account relationship. Their eight-step

procedure shows how to open a contact,

“separate the suspects from the prospects,”

develop a profile of a company’s needs

and key personnel, justify the purchase to

the buyer, make the sales pitch, coordinate

company resources, close the sale, and

maintain the account.

Before they can engage in strategic sell-

ing, most companies will have to revise

the makeup of their sales forces according

to the kind of sales they want to make,

which may include different types of non-

recurring sales. To help solve these more-

complicated selling problems, the authors

provide organizational guidelines for com-

panies to use in their specific operations.

Among these are creating a senior sales

force to service a multitude of major ac-

counts, assigning a field sales manager to

one or two accounts for regional sales

management, and having top executives

take charge of the large sales.

Reprint R0607L

SALES SALESLEADERSHIP

 

 

150 | Low-Pressure Selling Edward C. Bursk

Traditional, high-pressure selling tech-

niques were intended to talk the buyer into

making a purchase – which often meant

driving him to a decision rather than al-

lowing him to reach it freely and indepen-

dently. In this classic article from 1947,

HBR editor Edward C. Bursk makes the

case for replacing high-pressure selling

with a milder approach, in which the sales-

person does not so much “sell” the pros-

pect as let him follow his natural inclina-

tions to buy.

Bursk draws from his own business ex-

perience to support his points. He begins

with a discussion of the advantages of low-

pressure selling, the heart of which is the

seller’s sincerity. He then analyzes the rea-

sons for the method’s effectiveness. It’s most

clearly demonstrated by the customer-

problem approach, in which the salesper-

son learns about the buyer’s problems and,

in effect, helps him solve them. Bursk con-

cludes by addressing the practical ques-

tions facing sales managers, who bear the

brunt of implementing the new technique.

Low-pressure selling requires salespeople

who are intelligent, analytical, subtle, and

flexible – qualities rarely found in practi-

tioners of the high-pressure selling method.

Managers must not only craft a compensa-

tion plan that balances stability of income

with strong incentives but select and train

low-pressure salespeople with care.

Reprint R0607M

164 | What Makes a Good Salesman

David Mayer and Herbert M. Greenberg

Despite millions of dollars spent on com-

bating the high turnover rate among insur-

ance agents, the rate – approximately 50%

within the first year and 80% within the

first three years – had remained steady for

the more than 35 years preceding the pub-

lication of Mayer and Greenberg’s 1964

article. The authors devoted seven years

of research to studying the problem of the

ineffectiveness of large numbers of sales-

people. They discovered flaws in the estab-

lished methods of selection and revealed

the two basic qualities that any good sales-

person must have: empathy and ego drive.

Empathy, in this context, is the central

ability to feel as other people do in order

to sell them a product or service; a buyer

who senses a salesperson’s empathy will

provide him with valuable feedback, which

will in turn facilitate the sale. The authors

define the second of the two qualities, ego

drive, as the personal desire and need to

make the sale – not because of the money

to be gained but because the salesperson

feels he has to. For sales reps with strong

ego drives, every sale is a conquest that dra-

matically improves their self-perception.

In the dynamic relationship between em-

pathy and ego drive, each must work to

reinforce the other.

Why did the executives that Mayer and

Greenberg studied continue to hire sales-

people who did not have the ability to per-

form well? The companies were hindered

in the preselection process by flaws in the

prevailing forms of aptitude testing. Test

takers could easily give answers they knew

the test givers wanted to hear, in part be-

cause the tests sought to identify particu-

lar psychological traits rather than the per-

sonality type most capable of selling.

Reprint R0607N

172 | Major Sales: Who Really Does the Buying?

Thomas V. Bonoma

When is a buyer not really a buyer? How

can the best product at the lowest price

turn off buyers? Are there anonymous

leaders who make the actual buying deci-

sions? As these questions suggest, the real-

ity of buying and selling is often not what

it seems. What’s more, salespeople often

overlook the psychological and emotional

factors that figure strongly in buying and

selling. By failing to observe these less tan-

gible aspects of selling, a vendor can lose

sales without understanding why.

In this article, first published in 1982,

Bonoma sets up a procedure for analyzing

buying decisions and tells sellers how to

apply the resulting framework to specific

situations. Steps in the procedure include

the following:

Identifying the actual decision makers.

Though it may come as a surprise, power

does not correlate perfectly with organiza-

tional rank. The author outlines five bases

of power and offers six behavioral clues for

identifying the real decision makers.

Determining how buyers view their

self-interest. All buyers act selfishly, but

they sometimes miscalculate. As a result,

diagnosing motivation is one of the most

difficult management tasks to do accu-

rately. The author suggests several tech-

niques to determine how buyers choose

their own self-interest.

Gathering and applying psychological

intelligence. There is no formula for plac-

ing sound psychological analyses magically

in the sales staff’s hands. However, the au-

thor offers three guidelines – make sure

that sales calls are highly productive and

informative, listen to the sales force, and

reward rigorous fact gathering, analysis,

and execution – to help managers increase

sales effectiveness.

Reprint R0607P; HBR OnPoint 1004

190 harvard business review | hbr.org

SALES SALES SALES

 

 

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