The quest for success in the business environment requires that management exercises prudence and aptitude. It is important for organizations to adopt changes and respond to the ever-changing markets. It is often critical for management to take enormous and risks and quick decisions to salvage organizations from the lowdown of business environment (Blasini & Leist, 2013, 477-495). As evident in the case study, particular businesses have to adopt swift changes so as to conform to the demands of the market. These changes are instrumental and determine the future success. The solitary goal of every venture is to make profits, however, when strategies fail, it requires that the company management makes hard decisions that can enhance the continuity of business in the dark environment. Decision-making is vital in the company progress, and as demonstrated by the company, sales progress is the determinant of success in the company processes. Changing the sales approach towards wholesale was instrumental to the success of the company.
Sales processes adopted by the company
Accountability- as enshrined in the culture of accountability, the company created a process in which the sales representatives create account planning. In the process, the representatives drew sales plans and targets for given financial periods. The sales plans were instrumental in achieving the set sales target by the representatives. In this view, the representatives also drew the tactics and strategies that would help achieve the quotas and quarterly targets. The sales management system also put in place the efforts that are aimed at implementing the results and the goals of the company. The culture of accountability creates an environment that enabled the business to grow through clear-cut processes where every activity could be traced and was well documented for reference (Schmiedel et al., 2014, 649-663 ).
Wholesale-the company found it appropriate to shift from retail processes to adopt a wholesale approach to its business processes. In the wake of financial breakdown, the company realized that using sales representatives was the best way to overcome the financial difficulty (Blasini & Leist, 2013, 477-495). In this respect, the company developed opted to use private clinics, and hospitals to serve their customers across their entire outlets. It was an efficient process and reduced the financial burden on the company and shifted the financial cost to the other companies. It eased the financial pressure on the MicroEar thus setting up the processes for success.
How the company maintains its success
The company has developed a business development process in which new recruitment systems were brought into use. The system of recruitment ensured that individuals are employed by merit systems and their assignment to duty is done based on competencies. The developed business system provided that functions were structured totally with the corporate objectives of the company and ensures that the operations were well understood within the structure. Amidst the dwindling sales, the company adopted a robust process of using retail services to effect changes to the sales system. Such move marked the beginning of success for this company. Through the adoption of sales management system, the company has been able to envelop sales services through sales representatives whose individual goals have been intertwined with the corporate goals of the company (Schmiedel et al., 2014, 649-663 ). James Lawther asserts that the effectiveness of their system has been the envy of other companies in the industry. The sales management system has since become the cornerstone of the company success. On the success, the company has adopted certain processes in the sales department that have been imperative to the growth of the company.
Bibliography
Blasini, J., & Leist, S. 2013. Success factors in process performance management. Business Process Mgmt Journal Business Process Management Journal, 19(3), 477-495.
Schmiedel, T., Brocke, J. V., & Recker, J. 2014. Culture in Business Process Management: How Cultural Values Determine BPM Success. Handbook on Business Process Management 2, 649-663.
