Home   About   Services   Client Testimonials   Contact   Blog  
 
Friday, December 21, 2007


I was recently reading Randy Komisar's "The Monk & the Riddle". It's a great book and provides an fresh perspective for entrepreneurs on starting a business in Silicon Valley.

In the book, Komisar talks about the different type of CEO needed at each stage of a business.

First you need a "Retriever", able to fetch together the founding team and resources. Next it's the "Bloodhound" who sniffs out the market and sets direction. Thirdly you have the "Husky" who pulls the company towards it's goal.

I thought these were all great metaphors for the different types of interim sales manager that you need at different steps in the evolution of a business.

It also reminded me of an article I posted on Ecademy back in February, Are you a "Renaissance" Salesperson or "Coin-Operated Rep"?.

This looked at how you need different types of salespeople at each stage of a company and/or market.

Renaissance Reps were the visionaries. Enlightened reps were interested in refining the sales process and, finally, "coin-operated" reps (I love that phrase) do what you would expect... go out and fill the order book.

One of the things I see most often when speaking to clients about outsourcing sales is that they fail to understand the type of salesperson they need for the stage they are at.

Hiring someone who simply wants to sell "by the numbers" when you haven't got an established and repeatable process is always going to fail. At best, they'll burn through your prospects and then retreat defeated.

Of course, as Komisar points out, that's when you'll need the last category to pull you out of the deep stuff... the Saint Bernard.

Labels: , , ,

Posted by: David Regler @ 11:57 am |  0 comments  | Links to this post  

Bookmark and Share



Sunday, December 16, 2007


An very useful book for any sales manager is John Davis' Magic Numbers for Sales Management: Key Measures to Evaluate Sales Success. This book covers how to measure over 50 aspects across the sales process, from sales planning through to sales performance and review.

In one chapter, Davis covers Independent Sales Representative Analysis.
"Sales management have three basic choices when building their sales force: 100% company-employed sales people, an independent sales force, or a combination of these two"

In essence, the formula compares the overall costs of an employed sales force with that of independent sales representatives and calculates the break-even point below which you outsource and above which you bring it in-house.

To me, this is too simplistic.

The chapter concludes that companies need to consider their situation and longer-term strategic goals. "Costs will influence their decision" says Davis but "other, harder-to-control factors" should be considered.

In my experience, sales outsourcing decisions are seldom made with a straight cost comparison. The most common factors influencing a company's decision to outsource sales include:

Internal capabilities - if the company does not have, or is unable to attract, the capabilities to build a strong sales force, outsourcing to a contracted company is a good option.

Time to market - recruiting a sales team from scratch takes time. An outsourced sales force can bring immediate "feet on the street".

Conserving capital - recruitment fees, infrastructure and tools (laptops, cars, etc) mean that building an in-house sales team is a significant capital investment. A sales outsourcing partner will typically work on fee plus commission structure which can get you in the game for a lot less that hiring your own team.

Fixed versus variable costs - for start-ups and early stage companies this is often the biggest attraction of outsourcing sales.

Of course, costs are an important factor, but strategic value usually plays a more significant part of the decision to outsource your sales force.

Labels: , ,

Posted by: David Regler @ 5:51 pm |  2 comments  | Links to this post  

Bookmark and Share



Key challenges for today's Entrepreneurs

Is LinkedIn rolling out social spam now?

Re-thinking the B2B sales model

Is social media now just a blur?

Sales Trends for 2012

So, who's doing "sales"?

Where's the hidden revenue in your business?

Does your business have an austerity plan for grow...

Outbound marketing is evil and useless

B2B lead generation survey on tactics and trends


November 2005
December 2005
January 2006
February 2006
March 2006
April 2006
May 2006
June 2006
July 2006
August 2006
September 2006
October 2006
November 2006
December 2006
January 2007
February 2007
March 2007
April 2007
June 2007
July 2007
August 2007
September 2007
November 2007
December 2007
January 2008
February 2008
March 2008
April 2008
May 2008
June 2008
July 2008
September 2008
October 2008
November 2008
December 2008
January 2009
February 2009
March 2009
April 2009
May 2009
June 2009
July 2009
September 2009
October 2009
November 2009
December 2009
January 2010
March 2010
September 2010
October 2010
November 2010
December 2010
January 2011
February 2011
March 2011
May 2011
July 2011
September 2011
October 2011
November 2011
December 2011
January 2012
February 2012

Current Posts

Powered by Blogger





2003.
All content © Maine Associates Ltd 2010 All rights reserved. Read our privacy policy