energizing breakthrough performance

Another Look at Matrix Management: Integrated Selling For More Value

Examples of “letting go” issues that effective matrix management can help address:

  • The large degree of influence-bordering-on-control that a sales representative has cultivated with contacts in the customer organization around a particular product/service set
  • The comfort that comes from dealing with familiar individuals, rather than greeting new faces, typically higher-ranking individuals who need to be approached with comprehensive solutions, larger orders, or anything remotely novel
  • The sense of certainty that comes from confidence in a product/service that one knows inside and out and from a deep sense of why, how, and when he customer buys. A new product/service could fail and upset a predictable annuity of sales
  • A clear answer to “who made the sale?” and resultant clarity of compensation
  • The freedom of movement that comes through independent action and that seems diminished by team-based selling rather than “lone ranger” selling
  • A sense of indispensability or security that comes from having the “golden connection,” which links the customer with a product/service

As a management consultant who performs training and consulting assignments related to matrix management, I have the pleasure of working with a number of high-quality organizations that seek to achieve integration—whether it’s integrated sales or integrated scientific research & development, or end-to-end process integration from booking-to-billing or quote-to-cash.

Integration is shorthand for cross-functional and/or cross-product corporate action. And, it goes hand-in-hand with the “one enterprise” concept that is the alternative to the “stovepiped organization.”

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