This article comments on key issues concerning the transformation of training all departments into becoming sales-oriented organizations, emphasizing techniques for organizational change and enhanced employee performance, tools and methods for improving job performance, and implications for management and organization. The research question being studied in this article focuses on an organizations overall ability to strategically develop a cultural philosophy centered on sales. This allows the organization to create a synergetic momentum within the organization to bolster revenues on a consistent basis. Allerton (1994) developed this article from the scope of an expert, using various case study examples, interviews, and relevant literature. The author developed opinions on the topic throughout that article, but they were conclusive views that were triangulated from the above mentioned resources. A good example of one of Allerton’s (1994) assertions has to do with lead generation. Although an employee in the finance department does not have a duty to up sell the services or product of the organization, their overall attitude is extremely important to the reputation of the company. Their attitude can have a positive or negative effect on growth as well. As this “back of the house” type of employee engages vendors, clients or other individuals throughout the day, they are literally being communications agents. They are directly involved in the overall customer experience, and they can easily impact the view of others through their willingness to help or follow through with the service transaction. This type of phenomenon can easily be controlled by an organization developing a customer centric philosophy centered on bolstering sales. Employees can be trained and conditioned to produce positive results.
Allerton, H. (1994). Sell Results, Not Training. Training & Development, 48(1), 48-52.