Optimized for Growth: Growing a Sales Organization

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  • The field sales organization benefits from very good intellectual capital, especially on the human and relationship sides.
    Human Capital appears strong. Field reps are stand-alone professionals capable of representing Philips Lifeline in a variety of situations.
    Relationship capital is extensive, reflecting a long history of leadership in the market.
    Many programs are inactive or performing at a low level. As you scale, these programs are a distraction and a weakness in your territory management.
    Room for improvement through cultivating relationships with facilities.
    There is some very good structural capital but many instances of “re-inventing” the wheel which create great opportunities for creating additional structural capital. For example:
    Program management:
    Increase standardization (maybe through using designated staff?)
    Program marketing:
    Create more training for marketing personnel at programs
    Territory Management:
    Create templates for definition of territories
    Create templates for strategic planning of territories
  • Optimized for Growth: Growing a Sales Organization

    1. 1. Optimized for Growth Mary Adams, I-Capital Advisors Winchester, MA, USA ICICKM 2010 – Hong Kong
    2. 2. Background • Sales organization looking to grow but needed a “formula” • Project had two phases: – Top down view of IC as strategic resources – Bottom up view of IC as dynamic system • Keys to success: visualization to cut through complexity • IC concepts used in simple but powerful form Not planned as an “IC” project
    3. 3. Phase I: How do we grow? Looked at IC from top down
    4. 4. How do we get paid? Human Capital Relationship Capital Structural Capital
    5. 5. Phase I • High level view of key human and relationship capital elements: Made it clear that the group was understaffed • High level inventory of IC: Led to restructuring of sales staff to do different jobs (project mgmt and referral mktg) Helped company understand the power of structural capital to help scale and optimize (became Phase II)
    6. 6. Phase II: How to optimize growth? Looked at IC from bottom up
    7. 7. Motivating Referral Developing Program Relationships Developing HCO Relationships Closing Sale
    8. 8. Basic Mapping Technique Role Role Intangible exchange Tangible exchange Tangible exchange Intangible exchange
    9. 9. Value Network Map: Closing Sales
    10. 10. Phase II – Four value maps • Improved sales closing process • Arm salespeople with competitive info • Created business cases for selling to programs, HCO’s and referral marketing • Constructed an internal knowledge- sharing platform for sales group • Longer term: looked to rationalize channels to markets • Expected time/productivity savings: 1-2 days/month
    11. 11. Lessons learned • IC not a separate field of study • IC is about bottom-up info and solutions • Visualization cuts through complexity • IC is critical to growth and innovation
    12. 12. Resources Download slides SlideShare.com/MaryAdamsICA Book IntangibleCapitalBook.com Blogs SmarterCompaniesBlog.com Community ICKnowledgeCenter.com Mary Adams 781-729-9650 adams@i-capitaladvisors.com

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