{"id":816,"date":"2013-03-08T16:34:31","date_gmt":"2013-03-08T21:34:31","guid":{"rendered":"http:\/\/markkirkwood.com\/?page_id=816"},"modified":"2020-04-15T12:19:32","modified_gmt":"2020-04-15T16:19:32","slug":"tools","status":"publish","type":"page","link":"https:\/\/blog.markkirkwood.com\/?page_id=816","title":{"rendered":"Tools"},"content":{"rendered":"

TOPSales<\/strong><\/span>, is based on the experience of the best demonstrated practices of sales organizations in many industries and regions:<\/p>\n

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T<\/span>argeted offerings<\/strong>: Identify and focus on the highest priority customer segments with products and solutions that are bundled and priced for maximum revenue, retention and renewals.<\/p>\n

O<\/span>ptimized tools and procedures<\/strong>: Develop the right cadence for monitoring the results of customer-facing selling efforts in a timely way, and then reinforce it with effective forecasting, lead generation, back-office technology, support and service.<\/p>\n

P<\/span>erformance management<\/strong>: Recruit, train and retain high-potential sales teams; track key measures of their performance and motivate them with pay and incentives that reward success on companywide, as well as individual, metrics.<\/p>\n

S<\/span>ales resource deployment<\/strong>: Develop the right coverage model for each customer segment; assign responsibilities and design territories to make the best use of scarce resources.<\/p>\n

Business Unit Strategy<\/strong><\/span><\/p>\n

Business unit strategy involves making proprietary decisions on where to play and how to win. Our goal is to help our clients drive their businesses to full economic potential.<\/p>\n

Axis envisions the components of a good business unit strategy as a pyramid. Our strategy pyramid is built upon a solid fact base about the company’s current position and performance, as well as the identification of the “burning platform”\u2013or case for change. The ambition for the future tops the pyramid, under which lies a layered supporting structure firmly based on an organization that is mobilized and equipped to deliver results.<\/p>\n

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Just beneath the guiding ambition are the twin decisions of where to play and how to win<\/strong><\/span>. How those questions are answered directs the actions necessary to drive the company to full potential. These building blocks support the creation of long-term value through leadership in specific markets and segments.<\/p>\n

Ambition<\/strong>: A bold, inspiring full-potential ambition<\/strong> that targets sustained profitable growth<\/p>\n

Where to play<\/strong>: Clear choices on where to focus, expand<\/strong> and refine<\/strong> the core<\/p>\n

How to win<\/strong>: Knowledge of ways to win the customer<\/strong> and beat the competition<\/strong><\/p>\n

Actions that drive full potential<\/strong>: Translation of strategy to action<\/strong>\u2014set priorities and allocate resources; define initiatives and individual missions; build capabilities needed for success<\/p>\n

Roadmap to deliver results<\/strong>: A focus on repeatable results delivery<\/strong>\u2014build capacity to execute; mobilize front-line pull for change; drive repeatable models with fast feedback loops<\/p>\n

Research shows that sustained value creators turn in stronger performance before, during and after a downturn. They do this by:<\/p>\n