Press: Articles and Reviews

A chain is as strong as its weakest link.

Most B2B sellers believe that link is its cost structure. It's easy to fall prey to that trap because cost cutting can increase profit margin - to a point. The weakness in the cost-cutting link is apparent when you apply the principles of operating leverage and financial leverage: You can't shrink your way to growth.

The real weakest link: A sales strategy execution process emphasizing deal structure. Profits from sales must increase to sustain growth. Incremental sales will provide the most juice; they're hard to come by. So ultimately, firms must grow by managing account profitability.

Senior managers mismanage this process because they think the customers control it. Mr. Crawford offers an alternative. He starts with the execution phase first: He sees the prime sales execution goal of most organizations as: "Make the sale at all cost and keep the customer satisfied." It should be: "Executing a profitable sales strategy while keeping the customer satisfied."

The disconnects between the two views come at the point of customer contact and continue beyond. Salespeople must provide business solutions that demonstrate price-preserving value. Expensive follow-on customer relationship management systems provide information on satisfaction, but don't provide any clues on how to negotiate the next deal for the betterment of the Top Line.

Mr. Crawford introduces a 3D (data, dialogue, discipline) approach to the sales strategy execution process. Data - You have to be able to track actionable information by account. You need margin detail; without it, you can't manage pricing. Include the effects of offering discounts for prompt payment, warranty extensions, warranty claw backs, expedited shipping, etc. when building the data matrix.

Dialogue - Salespeople need the data to understand value and price implications. They use the data to construct value solutions when talking with, and then negotiating with customers. The sales process is one of assessment and assertion. Assess the people situation. Counter price with value. Asking for a larger deal increases the perceived value.

Discipline - Require a plan for every prospect and customer. No winging it. It forces the salesperson to prepare. Sharing plans and results stories with the sales force also prepares them.

"Vision without execution is hallucination." -- Thomas Edison

Presumably Gregg Crawford already realizes that there are dozens of excellent books that explain how to formulate and then execute a strategy that - in Lawrence Hrebiniak's apt phrase - "really works." Indeed, Crawford cites several sources throughout his narrative which would have been listed in a bibliography, had he provided one. Nonetheless, most strategies are ineffective. Why? According to Crawford, "Because although companies put huge effort into designing, discussing, and launching their strategies, they neglect the last link - they sabotage their strategy where it matters most, where the company comes into contact with its customers. They fail to forge the vital connection between strategy and execution at the customer interface, where margins, growth, and profitability are all determined. And yet somehow, companies still expect to see results." And they do, for better or worse.

In this context, I am reminded of what Barbara Bund has to say about the importance of establishing and then sustaining what she calls an "outside-in" organization. Crawford agrees that execution of a corporate strategy that is not customer-centric is almost certain to fail. Throughout the narrative in his book, he offers a step-by-step process by which to identify and then avoid or eliminate "hidden profit killers." He explains what interface management is and why it is "the most important component of successful sales strategy execution." In order to "rewire a sales organization," Crawford suggests, it is necessary to proceed as follows:

1. Consummate "pivotal agreements" with customers that are connected with the financial metrics of the given corporate strategy;
2. Have sales initiatives be guided and informed by what he calls a "3D" model which involves gathering relevant data, using focused dialogue, and executing strategy with discipline;
3. Effectively use "dialogue principles" (e.g. value creation and agreement execution) as tactics to manage customer interface;
4. Formulate a Sales Execution Plan that defines an organization's specific plans for executing corporate strategy at the point of customer interface; and
5. Successfully implement the strategy through deployment, sponsorship, and reinforcement of rigorous discipline (key term) by senior-level executives and other on the leadership team.

I especially appreciate Crawford's pragmatic approach with his emphasis on "what" and "how." Moreover, he also offers valuable advice on "what not to do" and "how not to do it." Excellence of performance can only be achieved through a process of elimination of what doesn't work and then sustained only by discipline that, on occasion, must be tenacious. It takes faith and trust to remain faithful to an appropriate strategy. Sometimes courage is required when there are serious problems to solve, formidable barriers to overcome, etc. Long ago, Jack Dempsey said that "champions get up when they can't." Presumably Crawford agrees that companies that complete "the last link," while encountering all manner of difficulties that "sabotage" their efforts to do so, will somehow eliminate the "hidden profit killers."

How to do that? The cohesive, comprehensive, and cost-effective answer is provided in Crawford's brilliant book.

The Last Link is one of those books that should be a staple for the sales organization and executive team of every company. Crawford's approach will change the way your company makes money.

In The Last Link, Gregg Crawford presents the answer to the single biggest challenge all CEOs face in rapidly changing environments - how to execute strategy in the daily interactions between front line people and their customers. The wisdom that Gregg has gained from years of watching this critical interface shines through on every page. A great success tool for our turbulent times.

The Last Link is a detailed, pragmatic game plan that shows executives how to convert value-based strategies into measurable results using tactical plans, performance metrics and management discipline.