How the Structure of Sales Organizations are Changing


The age of the overweight, bureaucratic, and slow to act corporation continues to struggle against the rising tide of adaptive and agile organizations. In the 1980s, University of Chicago economist Sherwin Rosen aptly coined our emerging market as the “superstar economy.” With an increasing ability for small organizations to reach millions of potential customers through the internet, the winnings go to those who can sell, market and act the with the fastest degree of precision.

This is not going to change, says New York Times, as it stated, “technological changes allow the best performers in a given field to serve a bigger market and thus reap a greater share of its revenue.”

These changes beneath our feet require action, and the smartest people in the room are taking note. Valve, the two billion dollar gaming organization that recently reported 200% year-over-year growth, is a prime example where innovative organizations are moving. With 250 employees, each employee is worth $87.5 million a year. Compare that to the $350,000 of each Google employee and you begin to take notice. How on earth are these hyper effective companies structuring to gain such performance? What can a sales organization learn from these changes and increase performance? Let’s take a look at cutting the fat. Here are three ways the sales organizational structure needs to change.

Written by Michael Ayres.  To read the full article, please click here.  For more business tips, info on how to promote your business, and business referral networking opportunities in San Diego, California please visit our website at

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