Selling more for less.

Although the vast majority of North American consumer goods makers have restructured their sales forces since 2002, few raised their market share and cut their costs. Yet a handful of winners did. A McKinsey survey found that they focus more resources on fewer key customers and populate their key-account teams not only with salespeople but also with experts in category management, marketing, finance, and supply chains.

What’s more, top companies customize to meet the needs of retailers—they all, for example, hold planning sessions between their top executives and those of key customers. This kind of collaboration dramatically increases the likelihood that a manufacturer will succeed in creating the differentiated service offerings retailers now demand. Finally, winners regularly review their salespeople. The others are far less diligent; one-third conduct no reviews whatever. To learn more, read “Building a top consumer goods sales force” (Web exclusive, February 2006). (We are giving you temporary access to this premium article through a complimentary guest pass. To read the piece, click through directly from this e-mail by April 4.)

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