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Mark Hurd’s 5 Sales-Force Design Principles

November 2012 Selling

As Mark Hurd, co-president of Oracle re-emerges on the public stage, we see him once again focusing on the sales force.  Within Oracle’s sales force, he has changed job descriptions, reporting structures, compensation plans, staff size, and corporate routines in a stated effort to improve revenue and profits.  But what principles guide his sales-force design?  Is he a sales-force master architect or a tinkerer that will destroy Oracle’s revenue?

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Promotional Pricing…click click boom

November 2012 Pricing

After engaging in a brief conversation on “promotional pricing” with a business operations executive at a global manufacturer in consumer goods industry, I was inspired to address some misconceptions discussed and provide further insight on how firms in the B2B space implement profit-enhancing promotional pricing tactics.  First of all, promotional pricing should be viewed as a means to price segment according to consumers’ willingness to pay, not as a pure promotional strategy.  Case in point, consider Remington Arm’s Promotion of Nitro-Steel Load.

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“The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man.” George Bernard Shaw, Irish dramatist (1856 – 1950)

  1. Success is the best revenge.
  2. If you don’t try, you know you won’t succeed.
  3. Failure may be unpleasant, but it is part of success.
  4. If it has never been done before, people will assume it can’t be done. Our job is to prove them wrong.
  5. “As for William Batten, the year after his audacious memo, he was named president of the company.”
  6. Peer approval is nice. Just watch a dog’s reaction as you give it. I am not a dog.