Umbrex is pleased to welcome Mats Hugossonn with EpikOne Sweden AB. Mats has a passion for solving complex industry and business challenges in an international context. He has a background as a management consultant at McKinsey, CEO and business unit manager with a focus on developing new business and generating growth. He is very hands-on and goal-oriented with a strong track record in strategy / business development, sales leadership and creating results. His industry expertise is mostly from business services, IT/telecom/tech and industrial sector. He has special expertise in business and digital transformation.
Mats lives in Stockholm with his wife and two teenaged children and loves boating in the Swedish Archipelago. He is happy to collaborate on projects in Europe involving sales management, strategy development/execution, business and digital transformation within his industry expertise.
Geoff Wilson offers a practical process for increasing sales with no tricks or wizardry needed.
The sales function far too often treated like an impenetrable combination of personalities, voodoo, and tradition. It’s time for that to stop.
“I have a theory when it comes to sales. It goes something like this: Along the way in their executive development, a lot of really smart people develop a disdain for sales as a function. In some cases, they view sales as “dirty” or “basic.” They might view sales as risky . . . why would a smart person ever subject themselves to the risks of not making a sales quota.
As that prejudice against sales develops, this particular sort of executive tends to think of sales and the people and systems that enable sales as a sort of mystery. It’s a realm of knowledge that is best left to the salespeople, who take those risks and drive the relationships necessary for the business to thrive.
But they also leave a lot on the table.
Some of the most complete business strategies I have seen have also completely ignored the processes and tools that accelerate sales. Why? Because, as noted above, it’s a mystery. It’s rumored to be personality- or relationship-driven. The thinking goes that we can control our product. We can control our operations. We can control our cost structures and our hiring and our marketing messages. But we can’t “control” our salesforce.
This thought process is dangerous since there are process losses in sales just as there are in a manufacturing operation. The difference is that in a manufacturing operation if something is left by the wayside it gets calculated as a cost. It’s a known quantity.
Key points include
- What can and can’t be controlled
- Focus and efficiency
- Poor practices
Read the full article, Don’t Forget the Sales, on WilsonGrowthPartners.com.