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Growth Doesn’t Come From Sales, Part II

Five months ago I wrote a post arguing that a companies growth doesn’t come from sales. You can read it here. I read it again today and believe it just as much now as I did then. Sales isn’t responsible for growth. Sales is an accelerant. You can’t live without sales, but if you rely on sales to grow your business you’re toast.

The post has created a lot of conversation on LinkedIn back when I wrote it. For some reason, over the last two days the conversation has started up again and the folks have had some great thoughts on the idea of who is responsible for a companies growth. LinkedIn’s comments are closed, so I thought I’d bring them here. These are some of the best:

Great Post, and I agree, sales is not solely responsible for a company’s growth. There are many people who think sales people are that powerful. We’re not. In the same way no sales person (or sales team) should ever take full credit for a company’s success, they can’t bear the blame either for slow or declining growth. -Lilly Ferrick


Revenue generation is truly a company responsibility. -Walter Wise

I will take a great sales team with a mediocre product any day over a poor sales team with great product—any day. I have a team right now who complains “we don’t have anything unique to sell–our competition has the same stuff.” To which I reply–is there really a difference between the cell companies, or auto dealers selling the same brand, or RiteAid vs. CVS vs. Walgreens, or any printing company, or Dell vs. Compaq etc? In almost every market, true differentiation is in minutes, not degrees (go back to trigonometry). Sales is what finds those in the market who need or want that tiny difference and exploit it into significant profits and many times it is the sales person him or herself which is the only minute difference. -Jeffrey Bowe

The discussion appears to be quite interesting. But before moving forward the first question that should be addressed first is- What exactly do we mean when we say a “company’s growth”. So breaking up the question into two parts is required in my view. So we’ll have two questions now- What do we mean by Company’s growth and second what is Sales responsible for? Correct me if i am wrong but i feel this is a better way of addressing the topic. How? Here i go…When we talk about a company’s growth we normally mean an organization’s growth in terms of revenue and bottom line. Although i agree that growth means a lot of other things. So now, whom does an organization entrust the responsibility of bringing in revenues and bottom line growth? Thats Sales. And this also answers the second question i.e.,”what is Sales responsible for?” So when an organization decides on its growth strategies and fixes on a goal/objective for a year it does it in terms of X% growth figure to reach X figure of revenue & bottom line. So, these figures and percentage growth that does define an organization’s growth is driven through sales. Sales gives a true picture of an organization’s presence in the market, it takes a customer’s voice to boardrooms and its a real time test of an organization’s capability to understand and respond to market’s needs. So apart from being a catalyst for external growth it also ensures growth within. -Avinash M

Sales is the only process in an enterprise that creates revenue.

Sales provides the foundation for growth but that’s not enough – the rest of the enterprise must play their part to ensure that the products and services delivered are competitive and that the costs (of production, loans and sales etc) are kept down so that a healthy profit is turned – it is the profits that are earned which provide the collateral for growth and a talented management team will invest them wisely for sustainable growth. -Steve Dobson


This is my favorite. I agree with Yashwanth, sales is more responsible for growth when it comes to start-ups. Great insight.

During the initial stages of the company, sales is largely responsible for growth. A company might have the best product or might offer the best service, but the survival solely depends on how much and how fast they sell. This determines whether they move to the next stage of growth where processes play a key role.

But the biggest factor that is responsible for any company’s growth is innovation in all key areas – Creating products, marketing them, creating sales strategies, managing customers, etc.

But Sales is largely responsible for ensuring a startup moves on to the growth stage. -Yashwanth Madhusudan

What do you think? Is sales responsible for a companies growth?

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  • michelfalcon

    This is great! I especially enjoy Jeffrey Bowe's comment.

    In my opinion, revenue growth can have a direct correlation with increased customer experience not just sales. Companies such as Zappos and Amazon have proved this. Exceptional customer experience has shown an increase in referrals, repeat and word of mouth revenue streams which will outperform even the best marketing campaigns or sales strategies.

    In regards to Jeffrey Bowe's comment, I believe when your company operates in a saturated market where you sell the same product or service the only way to have your brand stand out is superior customer experience. You can't sell the experience you must provide and prove it.

  • http://asalesguy.com Keenan

    Well said Michel, the days of “sell harder” just won't work.

  • http://www.bossey.com Keith Bossey

    This is a fantastic topic and discussion. I also agree with Yashwanth that the sales role is more pronounced in a start up, but for most companies, growth is a product of the whole organization. Once you lose the “growth” mentality, as part of the corporate culture, that's when its time to pack it in. If you are not growing as a company, you are slowly dying. This HAS to be the mission from top to bottom.

  • donfperkins

    Hey Keenan

    I respectfully disagree with you on this (I'm like that). ;>
    I personally believe sales IS responsible for growth, among other things. However, I also believe that in a vibrant growing company, everyone is in sales – meaning that everyone should be lying awake at night thinking about how to grow the company and how to get more happy customers!

    Don F Perkins

    http://donfperkins.blogspot.com

  • donfperkins

    Hey Keenan

    I respectfully disagree (I'm like that!) I think sales is most responsible for growth and probably the most aware of the level of success in this area. Then again, I personally believe that for a vibrant growing company to succeed, everyone must be in sales, meaning that if you have people in your employ who are not “tuned in” to growth and that's your strategy, what are they doing there? If I were CEO of growth incorporated I would want to know that all my employees like awake nights thinking about how to grow the company and how to get more happy customers.

    Don F Perkins

    http://donfperkins.blogspot.com

  • tonyjohnston

    Jim,

    As I reported in my Aug 27th Biz Money Matters post Recession Cures: What & What Not to Do, 2009 survey results show how the recession fighting strategy of choice for most business owners is: tell the sales force they have to try harder!

    Such a 'small picture' approach I think is the modern day equivalent to what ancient rulers did when they heard news they didn't much like, which was:

    - shoot the messenger.

    If it didn't work back then, pray God, why do people expect that something similar will work now?

    You clearly advocate taking a 'big picture' approach. One that says, as long as the sales force is competent and actively engaging prospects trying to sell the company's offering, and as long as the situation is not special like that in a start-up or turnaround, then it's best the boss take to look at the whole value creation, delivery and communication chain if real and meaningful growth is what's wanted. I agree.

    Unfortunately, too many business owners and executives chose to take the macho easy-but-less-effective option – beat the sales force hard to push the marketplace into buying a poor or out-dated value proposition – when what they really should be doing is leveraging the whole organization to create a compelling value-added offering that, when combined with a 'killer' unique selling proposition that marketing trumpets to the targeted customers, results in a situation where the sales force spends more of their time taking orders than they do making sales pitches.

    This sad fact is likely why we, as consultants, spend most of our time with the 20% of the market that gets how business is best done and appreciates help making positive things happen.

    Tony Johnston
    http://www.CompassNorthInc.com

  • http://asalesguy.com Keenan

    agree Keith, not everyone understands this

  • http://asalesguy.com Keenan

    You can disagree, that's what it's all about.

  • http://asalesguy.com Keenan

    Tony, great comment. Why do you think business owners and executives “choose to take the macho easy-but-less effective option?”

  • tonyjohnston

    In response to your question, I think there is a range of reasons why business owners and executives choose to take the 'macho easy-but-less-effective option'.

    Some of the reasons that come to my mind are:
    1) Being a 'hard-ass' people driver feels 'right' to them as that's how many people think leaders and managers should treat subordinates (wrong);
    2) Too many leaders and managers have their thinking rooted in concepts of expense avoidance because that is the easiest decision to rationalize when really what they should be thinking is how can they drive the best ROI (return on investment);
    3) it is the fastest response they can come up with (but being lighteningly quick on decisions or being less taxing on the mental resources of business leaders is not what doing good business is all about); and
    4) it makes them feel more powerful (too bad they're not more focused on making the business more successful and less focused on their own narrow interests).

    I think the solution about how to avoid such problematic approaches is to put decisions into the 'bigger picture' context by asking more how and why questions. The trouble is that most 'small picture' business owners and executives really dislike having their thinking or decisions even mildly challenged. It is therefore little wonder how hard it is to build an organization that has a healthy, positive, company-success-oriented culture.

  • mikeguggenbickler

    What is truly responsible for GROWTH, is building a stable client base of repeat business. If business is going out the back door as fast as coming in the front, there is NO growth …. just revenue churning. The sales and business team must turn 1st time clients into LifeTime Clients.

  • http://asalesguy.com Keenan

    seems to me this is an entire company effort not just a sales effort,

  • mikeguggenbickler

    Certainly begins with sales. No sales, No revenue to manage. Growth is more of a full team effort. Sales and sales support organization is responsible for maintaining current clients, plus acquiring additional new business. Management is responsible for successfully managing the revenue stream.

  • mikeguggenbickler

    What is truly responsible for GROWTH, is building a stable client base of repeat business. If business is going out the back door as fast as coming in the front, there is NO growth …. just revenue churning. The sales and business team must turn 1st time clients into LifeTime Clients.

  • http://asalesguy.com Keenan

    seems to me this is an entire company effort not just a sales effort,

  • mikeguggenbickler

    Certainly begins with sales. No sales, No revenue to manage. Growth is more of a full team effort. Sales and sales support organization is responsible for maintaining current clients, plus acquiring additional new business. Management is responsible for successfully managing the revenue stream.