Investing wisely in sales-related people and processes is a key to business success. In 2012, helping sales staff perform at their highest levels should be a top priority for management. That may take some effort, according to our benchmark research, which indicates that only 14 percent of sales organizations operate at the highest level of innovation and competitiveness. In recent years, most organizations merely discussed moving beyond using only their sales force automation application and Microsoft Office for improving sales efficiency. Now sales organizations can move beyond systems that were designed decades ago, thanks to the availability of a broad range of applications to support sales activities and processes. In fact dozens of new types of sales applications are available to help sales focus on selling, which creates another issue. Where should sales organizations focus their limited resources and budgets?
Topics: Big Data, Mobile, Planning, Sales, Sales Performance, Social Media, assets, Learning, Office of Finance, Performance, Reporting, Sales Compensation, Sales Force Automation, Operational Performance, Analytics, Business Analytics, Business Collaboration, Business Mobility, Business Performance, Cloud Computing, Collaboration, Customer & Contact Center, Financial Performance, Workforce Performance, channel, coaching, commission, CRM, Sales Performance Management, SFA
I was reminded by a recent piece in InformationWeek about the need to manage the mounting cost of software more carefully that this issue never seems to become old news. I have read variations of it in IT trade publications for two decades now, reminding me of the quip attributed to Mark Twain: Everyone talks about the weather, but nobody ever seems to do anything about it. (Like many of Twain’s “quotes,” he wasn’t the author of this one either.) I believe that at the heart of this issue is a lack of oversight on software contracts, at the time of signing and especially in subsequent billings. Some companies don’t let these costs get out of hand because they have defined processes and responsibilities for managing them. The careless ones are fodder for the aforementioned articles, while the rest are somewhere in between.
Topics: assets, Office of Finance, Portfolio Management, contract management, Business Performance, Financial Performance, Software