One of the reasons why managers don’t see sales as the engine of their organization is because their organization’s approach to it is not as systematic, organized, or structured as they would wish.
In other words sales and marketing is not very engine-like, with managers in particular pointing to a deficit in terms of sales; process, system, skills, or structures.
Indeed, most managers would use the words sporadic, reactive and ad-hoc to describe at least some aspects of their organisation’s approach to how its products and services are marketed, or sold.
Take the test: Which of the following words would you use to describe your organisations approach to sales and marketing? Circle the one word per line that is most appropriate.
|5||Person / Personality Centric||or||Process Driven|
|Hit and miss
Calculating Your Score:
- More than 8 words on the right hand side then your organisation’s sales and marketing can be described as ‘engine like’
- More than 10 that sales engine can be described as ‘purring like a cat’.
- Between 4 and 8, or less on the right hand side, then your engine need a mechanic
- Less than 4 and it is more push bike than engine.
To put it another way sales and marketing are more art, than science, they are also more effort, than engine. However there are clear signs that a change of emphasis is taking place.
Managers are looking beyond the efforts of the sales person, or sales team and the occasional sales campaign to the systems, structures and science of selling. As a result, sales is inevitably becoming more engine-like.