What causes organizations to struggle with the idea of a “Sales Driven Culture?”
There are likely as many answers to this question as organizations in the marketplace. Each organization’s culture (good or in need of improvement) defines and supports its core purpose. The more well-defined and institutionalized an organization’s framework is, the more the culture exudes in every relationship and transaction in those relationships.
When an organization builds its success, certain traits or characteristics begin to weave into day-to-day operations. To a degree, this is excellent news. This means that if the traits and characteristics contribute to the business’s future growth and development, then everyone should be celebrating those items as part of the model of contribution. On the other hand, if they are good but not in support of growth, they can become a drag on the future improvements in the business.
An example may assist in putting this into context. During the maturing phase of a business, there is significant emphasis on generating sales. It might be considered the start of a sales culture for the company. Unfortunately, during this time, revenue creation is typically burdened on a few specific people who have such a passion for the business or have many risks associated with its success that selling is a critical need. As products or services are sold, the remaining team members are entirely focused on the customer experience or delivery of the said product or service. You might wrap that up in the areas referred to as customer service. At this point, the actual revenue generation can sometimes be taken for granted by the team as they are solely focused on taking care of the customer. There is nothing wrong with that mindset unless it becomes the sole framework for the business’s existence. Don’t take this wrong. Excellence in the customer experience arena is key to loyalty, longevity, and many other essential aspects of a successful business. That said, the age-old saying – “Nothing happens until the sale happens,” remains paramount in business growth and success.
As the business continues to mature, revenue generation gets delegated to additional resources so leadership can focus on vision, growth, and other items to build the organization. When this happens too frequently, a distinction can arise between what is suitable for the customer as it relates to a sale and what is suitable for the customer as it relates to service. The culture built across the company is heavily weighted on “Customer Service,” as the select few making the sales in prior years held the “Sales Culture” to themselves. Not intentionally, but to facilitate growth, they counted on others to take care of business for the customer. This, in turn, has the greatest majority of people in the business locked in on customer service.
As businesses expand not only in sales but also in headcount and other operational investments, the carrying cost and incremental increases to those expenses need to be covered by sales and increased for a profitable operation. This is the turning point for many organizations to shift from a culture where the foundation was perceived as customer service to a sales driven culture. It is not a culture that abandons excellent execution of the customer experience but includes the critical need and understanding of how each person must play their part in contributing to revenue generation. This shift is the jumping-off point to accelerated growth, profit, and long-term success for the organization.
This week, look at your organization’s “Sales Driven Culture” and determine where you are along the path to the jumping-off point. Then, give JKL Associates a call to schedule an investment conversation without any obligation to help determine how a Promise Guide can assist in enabling your business to that next level of success. Call us at MI (313) 527-7945 or FL (407) 984-7246.
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