Learn How to Measure the Value of a Sales Team
"It's like a depressing roller coaster ride" he confessed.
Only 3 months earlier, Chad, president of a mid-sized, technology-based company, had been elated about the potential revenue contribution of a recent acquisition. Now, he was frustrated; the anticipated revenue growth was non-existent. And, the future looked bleak.
I've seen this scenario before—the acquiring company relies strictly on the revenue numbers of a prospective acquisition. Often the result is traumatic post-acquisition disorder (TPAD: my own term, but it works). That's why I wrote
Dig Deep into Sales When Analyzing Merger/Acquisition for the September edition of Minnesota Business' Strategy Column.
In an attempt to cure TPAD, the article focuses on three key, beneath-the-surface areas that can spell disaster for revenue growth. The true stories really bring home how assumptions about sales organizations can sabotage meeting strategic goals.
As one of the readers, a VP of Commercial Lending, commented:
 |
As a commercial lender, I found your article in the most recent issue of Minnesota Business both interesting and challenging. It could also be applied to existing companies who are struggling with a sales culture.
|
 |
Bottom line: it will help you get the company and sales team that you think you're getting… or help you develop the sales force that you need
to consistently deliver the results to your bottom line so you don't have to experience the Roller Coaster Phenomenon.
