Harvard Business Review

DECEMBER 21, 2011

Three examples show the issues that can arise. In the examples, customers perceive the salesperson as the primary value source—the one who listens, assesses needs, provides solutions, and delivers continuing service. But the "salesperson owns customer" model is a double edged sword. Some ways to do this include: 1.Multiplexing

Company 15

Company Market Penetration Long-term Short-term 15

Harvard Business Review

MARCH 18, 2015

They are fixated on achieving goals and continuously measure their performance in comparison to their goals. For example, 52% of high- performing salespeople indicated they were power users who take full advantage of their company’s CRM technology and internal systems compared to only 31% of underperforming salespeople.

Comparison 8

Comparison Morale CRM Influence 8

Harvard Business Review

JANUARY 26, 2017

For example, leaders sees deficiencies in most categories related to core sales tasks and sales personnel. Companies fail to get the most out of the $12 billion a year they spend on sales enablement tools and the billions more on CRM technology. But good planning and proper leadership support can help. There are other gaps, too.

Execution 8

Execution Cost Telecommunications CRM 8

Harvard Business Review

DECEMBER 13, 2017

Some examples of these competencies include: Conducting customer interviews and user testing. For example, Google requires PMs to pass a technical skills test regardless of what product they’ll work on. VMotion at VMware was a great example of this. Running design sprints. Feature prioritization and roadmap planning.

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

NOVEMBER 23, 2015

The goal is to create a learning ecosystem, one that connects insights to outcomes as part of a continuous, self-improving cycle. In addition, traditional CRM systems, built on more rigid, relational databases, often don’t have the flexibility or scalability to manage vast piles of structured and unstructured data.

Marketing 8

Marketing Content Supply Chain CRM 8

Harvard Business Review

JULY 27, 2017

However, despite these massive resources and C-level attention, all this corporate venturing seems to be failing to accomplish strategic innovation goals. Similarly, Charles Schwab was the early adopter client of Siebel’s revolutionary CRM system. And the fixed cost from “touchpoint-to-pilot” are immense.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

Ask Atma

JANUARY 2, 2011

And the Fundaments of managing by objectives : Cascading of organizational goals and objectives, (For example, a top level goal of increasing sales by 20% over a defined period may require a bottom level goal of increasing marketing effectiveness or marketing coverage in order to reach the sales set.).

Management 40

Management CRM Objective Human Resources 40

Harvard Business Review

AUGUST 5, 2015

It’s an inside-out process and CRM systems are there to provide data about progression (or not) through that company’s funnel steps — the famous “pipeline” metrics that dominate so much talk about sales. In each step, sales people are expected to perform a series of tasks, usually sequentially, in order to close.

B2B 8

B2B AIDA AIDAS Disintermediation 8