That's the easy part. The harder task is getting sales to capitalize on those opportunities while considering other functional requirements. That's why alignment with organizational goals is essential. A clear, customer-focused purpose must be communicated boldly and continually from the top. Sales incentives must be aligned with that vision to motivate the right sales team behavior.
Sales volume at any cost is an antiquated impulse in today's economy. Instead, customer-focused sales teams must act like business owners, applying data-driven insights to strategically capitalize on immediate opportunities with much deeper customer understanding (e.g., micro-segments and even individuals) and an understanding of the return on investment (ROI).
Retooling incentives can help break down organizational silos
But there's a catch: when you rethink sales incentives, you must rethink other antiquated incentives as well. For example, too many corporate supply chains are optimized at the supply chain level but sub-optimized for the corporation – meaning they hit their cost targets at the expense of being flexible enough to profitably meet the varied demands of new and growing channels.
So where can high-performance teaming make a tangible difference? Consider how an organization develops price pack architecture and implementation. In an agile scenario, marketing and sales should work together to determine pricing that minimizes cross-channel conflict and maximizes profitable growth. Supply chain provides input on cost-to-serve. If the supply chain requires investments for greater flexibility and capacity, marketing and sales may have to create a price structure strategy that is play-to-place until supply chain is able to improve flexibility and the associated costs. Then a price-to-win strategy can be deployed. Finance serves in an advisory role to help all functions understand the financial impacts of their decisions.