Ford Harding

“Como foi seu fim de semana?” John perguntou.

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Reprint: R0407B 

Software maker TopTek has acquired a consulting and systems-integration &#64257;rm, mainly to pro&#64257;t from the software sales that are a natural by-product of consulting engagements. But in many ways the two companies worked better when they were separate.
Before the acquisition, the consulting firm&#8217;s sales were made by the same people who delivered services to clients. TopTek&#8217;s sales, by contrast, were handled by the company&#8217;s professional salespeople, all of them highly skilled at selling product. Now the consultants and the salespeople are trying to work together, but they&#8217;re making a hash of it.
For instance, the CIO of a TopTek customer&#8212;a retailer&#8212;is complaining that consultants from the acquired firm are driving him nuts. They&#8217;ve got his boss&#8217;s ear, and they&#8217;re selling additional projects left and right, stimulating demand for a pace of change that the CIO says the retailer can&#8217;t handle.
The consultants in newly constituted TopTek aren&#8217;t happy either. They get no commissions on products they sell, because commissions for all sales to an account&#8212;forever&#8212;go to the salesperson who snagged it in the first place.
The sales force has its own gripes. The consultants aren&#8217;t much help in winning new business, according to Ron Murphy, TopTek&#8217;s sales VP. &#8220;Most of them couldn&#8217;t sell sunscreen at a nudist colony,&#8221; he says.
What will it take for cross selling to succeed at TopTek? Commenting on this fictional case study are Ram Charan, an author and adviser to CEOs; Caroline A. Kovac, the general manager of IBM Healthcare and Life Sciences; Jerome A. Colletti, an author and consultant; and Federico Turegano, the managing director of SG Corporate and Investment Banking, an arm of Soci&#233;t&#233; G&#233;n&#233;rale Group.

Cross Selling or Cross Purposes?

Reimpressão: R0407B A fabricante de software TopTek adquiriu uma empresa de consultoria e integração de sistemas, principalmente para lucrar com as vendas de software, que são um subproduto natural dos contratos de consultoria. Mas, em muitos aspectos, as duas empresas funcionavam melhor quando estavam separadas. Antes da aquisição, as vendas da empresa de consultoria eram feitas pelas mesmas pessoas que prestavam serviços aos clientes. As vendas da TopTek, por outro lado, foram administradas pelos vendedores profissionais da empresa, todos eles altamente qualificados na venda de produtos. Agora, os consultores e os vendedores estão tentando trabalhar juntos, mas estão fazendo disso uma farsa. Por exemplo, o CIO de um cliente da TopTek — um varejista — está reclamando que consultores da empresa adquirida o estão deixando louco. Eles ouvem seu chefe e estão vendendo projetos adicionais a torto e a direito, estimulando a demanda por um ritmo de mudança que, segundo o CIO, o varejista não consegue lidar. Os consultores da recém-constituída TopTek também não estão satisfeitos. Eles não recebem comissões sobre os produtos que vendem, porque as comissões de todas as vendas em uma conta — para sempre — vão para o vendedor que a comprou em primeiro lugar. A força de vendas tem suas próprias queixas. Os consultores não ajudam muito na conquista de novos negócios, de acordo com Ron Murphy, vice-presidente de vendas da TopTek. “A maioria deles não podia vender protetor solar em uma colônia nudista”, diz ele. O que será necessário para que o cross-selling tenha sucesso na TopTek? Comentando esse estudo de caso fictício estão Ram Charan, autor e consultor de CEOs; Caroline A. Kovac, gerente geral da IBM Healthcare and Life Sciences; Jerome A. Colletti, autor e consultor; e Federico Turegano, diretor administrativo da SG Corporate and Investment Banking, um braço do Grupo Société Générale.

Venda cruzada ou prop&oacute;sitos cruzados?

Reprint: R0407B Software maker TopTek has acquired a consulting and systems-integration ﬁrm, mainly to proﬁt from the software sales that are a natural by-product of consulting engagements. But in many ways the two companies worked better when they were separate. Before the acquisition, the consulting firm’s sales were made by the same people who delivered services to clients. TopTek’s sales, by contrast, were handled by the company’s professional salespeople, all of them highly skilled at selling product. Now the consultants and the salespeople are trying to work together, but they’re making a hash of it. For instance, the CIO of a TopTek customer—a retailer—is complaining that consultants from the acquired firm are driving him nuts. They’ve got his boss’s ear, and they’re selling additional projects left and right, stimulating demand for a pace of change that the CIO says the retailer can’t handle. The consultants in newly constituted TopTek aren’t happy either. They get no commissions on products they sell, because commissions for all sales to an account—forever—go to the salesperson who snagged it in the first place. The sales force has its own gripes. The consultants aren’t much help in winning new business, according to Ron Murphy, TopTek’s sales VP. “Most of them couldn’t sell sunscreen at a nudist colony,” he says. What will it take for cross selling to succeed at TopTek? Commenting on this fictional case study are Ram Charan, an author and adviser to CEOs; Caroline A. Kovac, the general manager of IBM Healthcare and Life Sciences; Jerome A. Colletti, an author and consultant; and Federico Turegano, the managing director of SG Corporate and Investment Banking, an arm of Société Générale Group.

Venda cruzada ou propósitos cruzados?

Resumo.

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