It may be time that sales organizations re-examined a core belief that may in fact be limiting their revenue growth rather than helping it. The question revolves around the need or practicality of having a dedicated sales force. Tibor Shanto will state his bias right from the top, he doesn’t think it is always necessary, and he thinks there is very much room for alternatives. In addition he also believes that success in sales come from ones ability to “sell” not their knowledge of “product”.
There are numerous functions in today’s corporations that are key, yet being executed by temps, contractors, or other non-employees. Let’s be clear, we are not talking about people on the loading dock, but people in important functions such as finance, IT, marketing and more. These people bring their expertise not just in their function, but they also bring a blend of “best practices” gained in their stints with other corporations they have worked with. There are many top notch professionals in these fields who have either never worked full time for a given company, or not worked for one in many years, reason being that they have the sought after skills many companies need and are willing to pay for, even if their pay is above average, the total cost to the corporation (pensions, health care and other sundry costs considered). So why not sales?