【文章提供／大師輕鬆讀】
今天的市場顯然要求公司在銷售上要做得非常、非常好；在研究分析了 1000 家歐美領先企業後發現，如果他們更加專注於促成銷售成長而非致力提高生產力或營運效率，超過半數以上的公司可以創造更大的價值。公司一旦達成 15% 資本報酬率，提高它的營收成長會比試著持續改善它的資本報酬率，能創造更高的股東價值。
Today’s marketplace clearly requires companies to be very, very good at selling and yet when 1,000 leading US and European companies were analyzed, it was shown over half would create greater value if they focused more on creating sales growth rather than on achieving productivity improvements or greater operating efficiencies. Once a company is achieving 15 percent return on invested capital, it will create more shareholder value by improving its revenue growth than it will by trying to continue to improve its return on invested capital.
也就是說今天征服市場的最好方式是將銷售放在成長計畫的核心。基於對 100 多家大型全球公司（平均營收 310 億美元、市值 470 億美元、員工 8 萬 6000 人）的研究，在為期 5 年的成長和盈利能力上，他們的表現長期優於同業，並可明確看出 5 項推動和維持業績成長的必勝戰術：
This means the best way to beat the market today is to put sales at the heart of your growth agenda. Based on a study of more than 100 large global companies (averaging $31 billion in revenues, $47 billion market capitalization and 86,000 employees) who have consistently outperformed their peers in terms of growth and profitability over a five-year period, it became clear there were five proven strategies for driving and sustaining sales growth:
【關鍵思惟】
「人們經常談論『銷售的藝術』，但我們訪談過的所有銷售高階主管，在他們的致勝公式中著重更多的科學而非藝術。這些領導人對自己的團隊充滿熱情，但他們也追求以數據、知識和證明行之有效的策略為基礎的改變。此外，他們力求打贏每天的戰役，以致經常在變革方案中避免長期才能奏效的勝利。他們努力解決績效不佳要責怪誰的老問題──是賣出的產品和服務不好，還是銷售方法錯了？他們以數據和分析，診斷上市方式、銷售流程、通路、技術、人才和領導。他們不怕去問贏家做了什麼是自己沒做的。」
──湯馬斯．鮑加特納、賀馬永．哈塔米、瓊．范德．亞克
【Key Thoughts】
“It’s common to talk about “the art of selling,” but all the sales executives we interviewed put more science than art into their winning formulas. These leaders all have passion for their teams, but they also pursued change that was founded on data, knowledge, and proven strategies. Furthermore, they had the tenacity to win the day-to-day battles that so often prevent long-term victories in change programs. They grappled with the age-old question of who is to blame for underperformance—the product or service being sold or the method of selling? They used data and analysis to diagnose their go-to-market approaches, sales processes, channels, technology, talent, and leadership. They were not afraid to ask what
the winners did that their teams did not.”
– Thomas Baumgartner, Homayoun Hatami and Jon Vander Ark
※延伸閱讀：
‧緊抓每一個成長機會
【完整內容請見《大師輕鬆讀》No.449】