A recent study reveals the biggest challenges and priorities in sales in 2021, with responses from 423 sales directors, CSOs and CEOs identifying the biggest challenges and their main sales priorities for 2021.
Peter F. Drucker is a role model to me.
His ideas and thoughts are the blueprint for all other management books. I often say: “You don’t have to have read more than a Drucker”.
Drucker embodies the true essence of management. Drucker lived a life based on embracing tomorrow and giving up yesterday. In the process, he discovered an important paradox: in order to build something, you have to tear it down. Drucker had no problem tearing things down, giving up what didn’t work and leaving behind what no longer mattered. He could achieve so much that way.
In principle, this is also what interim management is all about and this is also reflected in my claim: MOVE | CHANGE | CONNECT
Tips for new sales managers on how to prepare the initial visit to existing customers and how to strengthen and expand the relationship resiliently
Ralf H. Komor is an interim manager, book author and absolute B2B Sales professional. Clients from corporations to small and medium-sized businesses benefit from his 30 years of experience in national and international projects. He is recognised in the industry as a thoroughbred salesman and heads the DDIM.fachgruppe “Vertrieb & Marketing”. He is also co-author of the book project “Chefsache Interim Management”, which was published this year by Springer-Verlag.
In an interview with division one, Komor talks about his experiences that he has had in his previous self-employment as a temporary manager and reveals valuable tips for newcomers to the Interim Market.
I am totally convinced that the more agile a sales organization is to be, the more clearly the rules and scope must be defined. Rules and automatisms create freedom of manoeuvre. Only in this way is it possible for the local salesperson to quickly make clear statements to the customer’s purchasing team. This creates self-confidence in the employee, has a highly qualified effect and accelerates the decision-making process at the customer. This clear assignment of KPI-controlled implementation competencies is part of my concept of Vertriebshygiene®