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It’s easy for sales managers to base their team’s success on revenue earned. But is this the best approach in these challenging times?
September 24, 2009
In a tough economy, sales teams are under even greater pressure to perform. But how do organizations quantify their reps’ success? The majority of sales managers and leaders base their replies on one indicator: revenue generated. That might be far too one-dimensional.
Salespeople in the field have the same need to emotionally attach to their workplace as other workers do, and the best companies know how to engage them regardless of how difficult it might be. Hindustan Unilever Limited in India is one of those companies.
Since the financial crisis began last year, more than 30 banks have gone under in the United States alone. U.S. Bank’s financials, however, remain fundamentally sound, thanks to its conservative lending practices and an intense focus on people.
Measuring internal customer service is driving positive results in one of the world’s biggest medical equipment companies. This profile of a major division of Stryker -- with 1,800 employees in 21 countries who speak almost two dozen different languages -- reveals how.
