Sales Culture: Why It’s Important And How You Should Shape It: Part Two Of Two

Sales Culture 2A sales management team needs to get the entire company behind the sales team, as these individuals are what drives the company’s revenue stream and promotes growth through the acquisition of new business.

Fostering a sales culture is the primary way that the business will expand and gain new revenue. Everyone at the company needs to get on board and supply these representatives with exactly what they need, according to Heather Kivett, president of Resolution Systems, Inc., a sales training and consulting firm.

“That is the essence of a sales culture,” noted the executive. “There are a lot of organizations out there who are trying to compete with the product or service that the company is selling, so the company can’t rely solely on innovation.”

Whatever the company comes up with in terms of a product or service, regardless of the supposed unique nature of this asset, another business can enter the market immediately and compete.

The dot-com bust of the late 1990s showed that the companies who could sell their product were the ones that could survive. Being first was not enough to sustain a company in that type of climate.

Companies like Apple are known for their product innovation, but they still direct a significant portion of their budget to marketing and sales. The modern business climate doesn’t allow businesses to just sit back and enjoy their innovative stance.

Competitors are able to duplicate the products and offer them at a lower price. For every piece of technology that Apple creates, other businesses will release a similar line of goods, according to Kivett.

Sales development never stops and part of creating a sales culture is to foster the growth within each department. This needs to start with the representatives who are selling the product.

“If I were a new sales manager going into a new organization, I would assess my team, know the caliber of the players, find out who is a player, who can be developed, who can be let go, who can be moved laterally, who can be placed into another department,” according to the executive.

The manager needs to do a simultaneous customer assessment in order to determine what business is worthwhile and what is a waste of resources, noted Kivett.

Eliminating unnecessary parts of the department can help to show the company that the sales team is consolidating their resources in order to increase their bottom line. This could serve as an example for the rest of the business.