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Sales, Marketing, and Company Culture

Sales, Marketing, and Company Culture. Nikita Bernstein www.FairSetup.com NECINA Presentation April 2012. The Plan. Culture and Company Performance Problems Approach. why listen to me. www.JoVE.com - co-founder first scientific video journal 2011: 5MM in revenues

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Sales, Marketing, and Company Culture

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  1. Sales, Marketing, and Company Culture Nikita Bernstein www.FairSetup.com NECINA Presentation April 2012

  2. The Plan • Culture and Company Performance • Problems • Approach

  3. why listen tome • www.JoVE.com - co-founder • first scientific video journal • 2011: 5MM in revenues • ~50 full-time, 5 departments • www.FairSetup.com - founder • impact-based compensation • patent-pending • products and consulting services • accepted into the Harvard Innovation Lab

  4. Goal: Build an organization to maximize market opportunity.

  5. Before • Employee < Manager • Employee = Serf • Employee is just “happy” to have a job. http://www.cartoonstock.com/directory/w/work_places.asp

  6. Now • Employee > Manager • Employee = Partner • Employees seek job satisfaction

  7. Culture  Alignment  $

  8. Organization $$$ Alignment Client Front-line Sales Operations Managers Leadership

  9. Problem: Sales vs. Ops Sales: “Why is ops just screwing around?” Ops: “We do all the work, they get all the money?” Sales Operations Front-line Managers Leadership

  10. Problem: This Is My Sandbox! Front-line Sales Operations Managers Leadership

  11. Apathy Front-line Sales Operations Managers Leadership

  12. Problems/Symptoms Waste of ResourcesNo transparencyAlienationApathyParanoiaCorner office wars Career-based decisionsHigh turnoverDoing just enough to keep the jobWorking exact hoursPassing the buckOverspend on hotelsOut-of-control lunch breaksFudging numbersBackstabbing

  13. Solution Alignment Sales Front-line Operations Managers Leadership

  14. Alignment in Principleof employee and company goals • Increase transparency • Financial • Operational • Improve feedback mechanisms • Encourage autonomy • Fairness: It’s not about “How Much?”, it is about “How?”

  15. Alignment In Practice • Product • Product Quality • Quality of Service • Marketing • Conferences • Messaging / Collateral • Sales • Teamwork • Feedback propagation

  16. Company-wide Solutions • Regular Financial Reporting to Employees • Improved Feedback Mechanisms • Tools • Transparency (Rypple, Wrike, Yammer) • Recognition (KangoGift) • Company Performance (Saleforce Dashboards, Google Analytics) • Fair Compensation (FairSetup)

  17. Sales & Marketing Solutions • Business Units Integrated with Operations • Shared Compensation Pools • Get everyone to understand the customer pain (Bloomberg) • Tie company mission to concrete impact (Novazyme) • Involve employees in decision-making (SEMCO) • Make it their problem • Manage Expectations Across the Company

  18. Expectations Programmer Front-line Managers Leadership

  19. FairSetup Solution YouTube Link

  20. General Advice: Perception • Make compensation feel fair • Provide a clear career path • Give people a sense of ownership • Let people put skin in the game • Give up power to gain influence

  21. General Advice: Operations • Communicate goals • Manage expectations • Understand motivations • Strive for transparency • Let people take risks and fail • Seek decentralization

  22. Takeaways • Expectation Management • Centralized vs. Decentralized • Expectation Management • Centralized vs. Decentralized

  23. www.FairSetup.com Nikita BernsteinNikita@FairSetup.com@fairsetup@nikitabe Images by Manto

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