October
2001
Even during good times, senior executives struggle with how best to manage assets -- including finding the right tools to gauge and grow a company's customer relationships. When the economy falters, managers urgently need tools that can help them anticipate future market conditions in time to take corrective action. Here's how a new Gallup customer engagement metric can help.
When Wall Street focuses its attention on rumors and reports of planned company mega-mergers, the real source of any company's ultimate financial worth -- its customers -- often appears to be overlooked. While stock analysts and corporate boardrooms lust after the promise of huge-volume growth and enhanced operational efficiencies, the customer asks, "What's in it for me?"
Many leading organizations have launched efforts to achieve "world-class sales." But what are the most important factors to measure when assessing the quality of a sales force? And what defines a world-class selling organization? Gallup research shows that measuring and improving three critical factors can help your sales force achieve world-class status.
As the economy slows, managers may be forced to reduce their sales forces dramatically. When done right, downsizing can have a positive effect on sales productivity and growth. But when done poorly, it can result in prolonged and sustained damage to your sales organization. Here are smart strategies for approaching a manager's toughest challenge: choosing who stays, and who goes.