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<p>COMPATIBILITY</p>' (length=21)
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<p>Sales managers or directors need their teams to deliver for their company and their customers. They need their teams to collaborate effectively. Often this is interpreted, as we need people who are XYZ and who can do ABC i.e. a team of like minded individuals equally capable and equipped. Great managers say, <em>“excellent teams are built around individual excellence. The manager’s role is to make sure that each individual is positioned in the right role…to balance the strengths and weaknesses of '... (length=578)
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<p>Having a team with diverse skills and talents adds strength, as there are opportunities for flexibility and adaptability. As markets change, a company’s speed of reaction becomes paramount to maintaining competitive advantage. This may mean creating ad hoc teams or to use a military term <em>“rapid reaction forces”.</em></p>' (length=336)
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<p>CONNECTIVITY</p>' (length=20)
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<p><em>“…the reason for virtual team failure is directly related to the difficulties of building trusting, positive relationships across the three boundaries of geographical distance, time zones and cultural differences.” </em>(3) </p>' (length=242)
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<p>Where a company is a global player, the nature of its commercial teams is different. A salesperson may have to manage a multi-site and/or multi-country customer and become a global account manager. They need to manage a global strategy in local markets and deal with the differences of time, location and culture. They need to think and communicate differently to ensure their customer, their team, their manager and their HQ and support areas are kept informed and aware of what they are doing for and with '... (length=810)
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<p><em>“If one part of the company learns something important about a process or market or customer, it has to be communicate to all…Sharing knowledge avoids re-inventing the wheel and with all players up to speed, less explanation is required to make changes and become more nimble in the market. That is the core of a learning organisation” </em>(1)</p>' (length=362)
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<p>As such sales managers will take the role of conductor and orchestrator ensuring that all the players keep in time, play the same tune and complete on cue together to give an unforgettable performance for their audience.</p>' (length=228)
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<p>CREATIVITY </p>' (length=19)
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<p><em>“Inside the successful organisations of the future, product developers must translate the customer’s changing needs into new products and services. Tomorrow’s corporate leaders will have to discover new ways to make sure that everyone in the organisation… keep their eyes on one thing; the customer”</em> (1) If they don’t their competitors will.</p>' (length=370)
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<p>If a more intimate relationship between company/salesperson and the customer is needed, the traditional selling methods of “selling” features and benefits won’t work. A more consultative/partnership approach needs to be adopted. This will involve people being industry, market and customer specialists. Only then can innovative or creative solutions be discovered. Maintaining the edge is crucial to success. Taking this one step further, means that companies need to create processes for dealing with '... (length=604)
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<p>Delivering global value to customers has a variety of implications for salesforces. To keep ahead of the competition requires capable people, compatible teams, connectivity networks and creative solutions. The task for company leaders is to provide the structure and resources for managers to deliver these for their people so they can deliver the value to their customers.</p>' (length=381)
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<p>1 – The Great Business Challenges of the New Millennium – HR Chally 2002<br />
2 – First Break All The Rules – Marcus Buckingham and Curt Coffman<br />
3 – Grovewell.LLC    www.grovewell.com</p>' (length=208)

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