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Optimized for Growth: Growing a Sales Organization
Optimized for Growth: Growing a Sales Organization
Optimized for Growth: Growing a Sales Organization
Optimized for Growth: Growing a Sales Organization
Optimized for Growth: Growing a Sales Organization
Optimized for Growth: Growing a Sales Organization
Optimized for Growth: Growing a Sales Organization
Optimized for Growth: Growing a Sales Organization
Optimized for Growth: Growing a Sales Organization
Optimized for Growth: Growing a Sales Organization
Optimized for Growth: Growing a Sales Organization
Optimized for Growth: Growing a Sales Organization
Optimized for Growth: Growing a Sales Organization
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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
  • Transcript

    • 1. Optimized for Growth Mary Adams, I-Capital Advisors Winchester, MA, USA ICICKM 2010 – Hong Kong
    • 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. Phase I: How do we grow? Looked at IC from top down
    • 4. How do we get paid? Human Capital Relationship Capital Structural Capital
    • 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. Phase II: How to optimize growth? Looked at IC from bottom up
    • 7. Motivating Referral Developing Program Relationships Developing HCO Relationships Closing Sale
    • 8. Basic Mapping Technique Role Role Intangible exchange Tangible exchange Tangible exchange Intangible exchange
    • 9. Value Network Map: Closing Sales
    • 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. 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. 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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