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MicroEar

The case does not elaborate on what processes MicroEar has put in place in terms of sales. The case notes that they have processes but there are no specifics provided as to what they are and how they work. The case notes that "sales representatives increased contacts with decision-makers from 5 to 20 per day," for example, but does not explain how this happened. Indeed, this claim is actually a bit strange in that the company previously sold directly through its own stores to consumers and now sells through wholesalers. If "decision-maker" is defined as the buyer, this would reduce contact with decision-makers. If "decision-maker" is defined as the influencer (physician, etc.), then an increase would make sense since they are no longer talking to customers, which should free up more time to spend with decision-makers. That is not the result of process but rather a change in business strategy.

The case notes that the sales reps have "developed monthly and quarterly business sales plans that documented account strategies and tactics to achieve quotas and forecasted results of implementation." This again hints that there are specific process but does not explain what those processes are. Knowing that there is a sales plan is one thing, but the process would be the tactics that are written into the sales plan.

There is also training. This is mentioned multiple times in the case -- that the activities of the sales people are now closely aligned with the strategic objectives, that there is a training program for new sales people, and that there is coaching on new product launches. The key is that where the company has an overarching system, the activities of the marketing and sales department should fit within the context of that system. So the processes -- which again are unstated in the case -- include everything from recruiting to training to enculturation to the focus on increased customer contacts and benchmarking for success.

2.

At this point, MicroEar has been on its success path for ten years. Its systems are credited with this success, but so too is the culture that the company has created. This is probably a bit of sales department hubris -- in technology you still need to have the best product in order to succeed -- but the systems have been maintained throughout the ten years of growth.

The systems alluded to in the case seem to focus on getting the sales staff to work within a system. So recruiting, training and enculturation are all critical components of this. MicroEar eschews an approach that has allows independence to sales people in favor of a systemic approach to sales. So recruiting has to bring in people who are competent sales people but who are trainable and willing to work within a system. When people join the company, they are trained on the system and become indoctrinated into the MicroEar sales department culture. This is important because the culture self-perpetuates. The established people within the company enforce the culture -- and they have seen the success that the full package of system and culture has brought the company. The result is that new people quickly learn the culture and the dedication to the systems that are in place. Culture is probably the strongest way to perpetuate success, as long as the culture remains aligned with key success factors.