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This business is growing at a predictable 20% per year. So why does the board want to shut-down its growth engine?

An introduction to unit economics (and to a drunk and his car keys) This business is growing at a predictable 20% per year, but you can’t see that from the chart of top-line revenues below. You can’t see this growth if you look at a profit-and-loss report or a cashflow analysis either. Consequently, the board“This business is growing at a predictable 20% per year. So why does the board want to shut-down its growth engine?”

How to run a sales meeting

Sales meetings, properly run, have a tremendous impact on sales performance. But most sales managers are reluctant to run them and, when they do, they run them in precisely the wrong fashion because of a fundamental misunderstanding of the concept of motivation. Why run a sales meeting? We should touch on why before we get“How to run a sales meeting”

The Machine > Part 2 > Chapter 11: Managing the sales function

When executives are first introduced to Sales Process Engineering, they naturally assume that this new approach to sales will be tough on salespeople. But, interestingly, it tends not to be.  Salespeople adapt quickly. They enjoy working in an environment that’s custom-engineered to multiply their productivity. The individual who really suffers as a result of this“The Machine > Part 2 > Chapter 11: Managing the sales function”

The Machine > Part 2 > Chapter 10: Technology (why CRM sucks!)

Most managers are excited by technology. Technology enables us to get more done, faster. And technology is practical. Concrete. It’s not about ideas; it’s about execution. This is certainly true in sales environments. It’s almost impossible to propose any initiative without prompting the question: is there software for that? In sales environments, the answer to“The Machine > Part 2 > Chapter 10: Technology (why CRM sucks!)”

In memory of Eli Goldratt

His full name was Dr Eliyahu Goldratt but the world knew him as Eli. He burst onto the world stage when his first book (The Goal) became a runaway best seller. The Goal went on to become one of the most-read business books of all time and Eli established himself as one of a small“In memory of Eli Goldratt”

The Machine > Part 1 > Chapter 6: The end of commissions, bonuses and other artificial management stimulants

If it’s true that sacred cows make the best hamburgers, then we’re in for quite a feast! I’ve chosen to close Part One of this book with a frontal assault on the juiciest bovine of all: the unassailable belief that salespeople should be paid commissions. And while I’m at it, I’ll take aim at bonuses,“The Machine > Part 1 > Chapter 6: The end of commissions, bonuses and other artificial management stimulants”