How does a company based in Palo Alto manage a sales team in Mumbai?
It’s not easy. They are 8,400 miles and 13 time zones apart. And the business customs are very different in California and India.
Needless to say, it’s a balancing act. Palo Alto wants control. The Mumbai team wants flexibility and autonomy.
The answer is to create a global sales management framework that balances Palo Alto’s and Mumbai’s responsibilities in four areas: culture, strategy, metrics and sales/territory management.
Mumbai creates the local strategy and executes it to achieve its assigned goals.
Certain aspects of corporate culture are sacrosanct wherever the company operates: vision, values, and legal and ethical positions. These are central to the company’s identity. Call it holy writ.
Vision encompasses the company’s brands, product and service offerings, and product roadmap. The corporate home office must maintain its image represented by its brands wherever the company operates.
Values are the company’s core beliefs. For some, values include honesty, respect, diversity, service, and quality. For others, they are lowest market prices or win at all costs.
Either way, the corporate home office must transmit its values globally throughout the company.
Legal and ethical positions protect the company’s assets, tangible and intangible, around the globe. Common legal and ethical positions dictated by corporate home offices include:
Guided by the company’s vision and values, the corporate home office sets goals and targets for the overall company and its local markets. The home office also provides the engine to make the company run.
This includes product and service offerings, product road maps, the tools necessary to communicate and track information, CRM and ERP systems, financing, and technical and management support.
Each local sales management team creates the local strategy to accomplish its goals — financial, market or product — and has the autonomy to execute the strategy.
The corporate home office sets and evaluates key performance indicators (KPIs) that measure progress toward achievement of goals: corporate, regional and local.
Each local sales management team develops key performance indicators (KPIs) to measure local progress against local goals, strategy and execution. The local team evaluates its own performance.
The corporate home office (or an office in another country or region) may retain responsibility for directly managing key global accounts. Local office support may be provided as needed, or to maintain local relationships.
Key global accounts may be managed centrally for
several reasons, including: need for a consistent sales approach and message across the account, sales that may affect the customer across multiple locations, or need for a single point of contact for the customer.
Other factors that may determine central management of a customer include:
Each local sales management team has responsibility for local, non-key accounts. They have decision-making and negotiation authority for accounts in their territory. The corporate home office empowers the local sales management team to drive the business so they reach their goals.