1:st Floor, Agera Business Lounge

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Ho, ho! This is the 14:th time we meet, so I think a summary of what’s have been said here, so far, would be appropriate. So here we go. We started out by establishing what’s successful business management is all about;

  1. Decision making
  2. Motivation
  3. Risk taking
  4. Delegation
  5. Communication (added by Mr. Iacocca)

Easy to say, tougher to practice of course! I earlier mentioned a few tips however, which were;

  1. Joint calls with sales people, where you meet sales persons as well as clients. Its advantages are obvious and described here before.
  2. Leave your office. Walk, drive and fly around FREQUENTLY and REGULARILY.
  3. Meet your “fellow crew members” preferably at their working stations rather than in meeting rooms.
    When they start greeting you with “Hi Boss” instead of a Good morning Sir”, you have come a long way!

Mr. Iacocca was very tough on the new MBA: s coming out from Yale and Harvard, as they there have been taught to reach almost a 100-% certainty before a business decision is to be taken. He meant, that there is no time in real business for that. Instead it’s here where risk taking comes in. What he also says, “we correct things as we move”, meaning that speed is more essential than the 100% certainty before decisions.

And now back to our continuous improvements, which is exactly the same thing as Mr. Iacocca’s comment “we correct as we move”. Ho, ho! How interesting isn’t this? Two different approaches have come to the same conclusion!

In all service industries continuous improvements are the same as product developments, as the offers constantly are being adjusted and updated with a minimum of investments. In the heavy industry, on the other hand, investments are frequently required, but will last longer with continuous improvements.

PS: Back in the early 70’s, when I got my business education and training, our bible was written by the famous Mr. Philip Kotler with his five P: s. Mr. Kotler was a highly regarded university guru in marketing. His five P: s. is now reduced to three by Mr. Iacocca. More on that soon. Rationality and simplicity are now the name of the game. Or why don’t put it this way? Business from class room to board room! Stay tuned! Ho, ho!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Instead of the usual Ho, ho, I now say Go, go and here is why. The other day I came across some management advices written by Lee Iacocca (the former Chrysler magic icon). I goggle while you google…

I’ll try to summarize bits of it;

Management is all about risk-taking, motivation, delegation and decision making. (I, the old owl, wrote the same things some time ago on this blog, Ho, ho).

Mr. Iacocca means that a 100%- certainty that courts require for a verdict can never be achieved in any successful business, as that would be too time consuming and thereby be without importance for practical business decisions.

He also means that all MBA: s floating out from schools like Harvard and Yale, where they learn to intellectualize everything, meaning that when these students reach business positions they try to reach a court-room certainty of 100% before any decision, no matter what time it takes. Catastrophe!

There is no 100% certainty in any business and that’s where risk taking comes in. Analyzing and discussing in groups before a decision is essential, but when the decision is to be made, it’s not to be voted about, or as he himself phrases it “Ok, friends this is how we move on from here, thanks for your contribution”.

Another quotation sounds “we correct things as we move”. Meaning that speed is more essential than 100% certainty, which he justifies by an example from duck hunting, where a split of a second is the difference between a hit and a miss.

He adds another needed quality for being a super manager – communication, which is as much about talking as it is about listening. Far too many managers tend to use their own voices much more than they use their ears. Big failure, done by ego trippers. This lack of talent could jeopardize any company!

So far Lee Iacocca. Me, the old owl, found his advices simple, obvious, usable, straight forward and therefore extremely wise. How do you feel about them?

I’ll be back soon! Ho go…!

PS: You might wonder what happened to the continues improvements. They are connected with this and will be described soon! So, stay tuned!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Ho, ho! Yes, me again and now you’ll listen carefully!

There is a huge difference between you with your human brain and intelligence and me with my simple owl-effectiveness. When I, high up in my tree, see a little mouse – I see food and I go straight after it and normally I succeed.

While you, on the other hand, when you see a possibility in the market, you start discussing and planning about how to catch this piece of food, and thereby the chance is lost, as time is no longer on your side.

My strength is the simplicity, the straight forwardness and my immediate action. Your superior intelligence is occasionally more of a burden than an asset and that has consequences in terms of designing and planning ways of working. Take your kitchen for example, where you have a number of cabinets for plates and glasses, a dining table and a dish washer. Now, see how you use those facilities: You start by opening the cabinets to lay the table. When the meal is finished – you put all plates and glasses in the dishwasher and when the washing is done – you put everything back into the cabinets.

– You see my point?

– No!

– Ok. Well, imagine that you had two dishwashers and no cabinets. Then it could work like this. When you lay the table, you take all you need from the dishwasher, that has cleaned everything. When finished eating, you take all dirty dishes and put it in the other dishwashing machine. All it takes is to buy yourself a second dishwasher and threw the cabinets out.

– Hm, don’t think my wife would approve of that.

– This, my friend, is an extreme and shows how continuous improvements could work even at home. Your little misses will appreciate it, I promise.

Ho, ho! Next time I’ll talk more specific about these types of improvements and I can assure you there are lots of unnecessary cabinets as well as needs of additional washers in every company.


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


HO, ho me again!

Recently we talked about the difference between a “God Morning Sir type” of manager vs a “Hi Boss” type? Now we’ll take this way of management a step further. Picture this!

It is a normal Monday morning and as usual our “Hi Boss” is meeting with some fellow crew members, where they work, not in a meeting room. See the difference?

Well, a meeting normally means, that people are seeing each other in a meeting room, while meeting in this case means seeing each other at the people’s normal work stations.

Are you with me? Here is the difference: in a meeting room everything including attitudes tend to be too formal and thereby limits a creative discussion. At the normal work stations, on the other hand, everyone feels at home and can point out things, small or big, and suggest new solutions. Got it? I hope so, if not, here is an example of how it could look and sound:

– Hi boss, come here and see this, says a salesman, and shows his big boss what he has on his computer screen, where an offer recently had been turned down. Instead we should perhaps have done it like this, he argues.

– Good thinking! Let’s try that this week and when we meet again next Monday we’ll summarize these new experiences. Ok?

– Yes Boss!

Fine, says the boss and leaves for the same kind of meeting, but now in the factory – well aware, as he now is, of these two fundamentals

  1. Regard your personnel as your fellow crew members instead of the impersonal word personnel.
  2. Walk/drive/fly around regularly.

Ho, ho! Continuous Improvements are about to take effect! More to come. Stay tuned!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Ho, ho! Me again.

Remember? When we last talked I wanted you to do two things;

  1. Regard your personnel as your fellow crew members instead of the impersonal word personnel.
  2. Walk/drive/fly around regularly.

Do you know when these two things start paying off? No, perhaps not, but there is one very obvious sign and that is, when your fellow crew members start greeting you with Hi boss instead of a Good morning Sir.

Now you may wonder what difference in the world that makes. I’ll tell you, it means a hell of a lot! And this is why: because of your regular presence – you’ve become a familiar face, a trust worthy person, whom one can ask things, propose things and of course also criticize.

When you were the “Good Morning Sir type” – only politeness existed. Now a base for mutual communication is established.

And that’s the whole point, as we hereby have built the ground for Continuous Improvements!

More on that soon! Stay tuned! Ho, ho!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Ho, ho me again. Now, hear this!

Stop regarding your employees as the personnel! See them instead as your fellow crew members.

I can assure you, that it will result in an immediate change of attitude towards you as well as towards the company. What more can you ask for? Perhaps you wonder how it can be done?

Good question! Well, don’t spend any more than a third of your time behind your desk!

Walk around, talk to people – your fellow crew members! And do it often and regularly. After a time, they’ll get used to see you and then instead of answering your questions politely – they ‘ll start asking you questions about lots of things, that are important to them, to the company and to you.

Got it? Good! So, start walking and you’ll soon see a tremendous change in engagement and commitment from your fellow crew members, because you yourself have shown them the same!

What benefits this will give, I’ll tell you, when we meet next. And they are quite a few! Indeed!

Ho, ho!

PS: This applies as well in the factory as in the office as in sales!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Remember? When we last met, I compared car driving with running a company. Let’s stay with that metaphor for a while. A car driver who has lost his way, can easily stop and park the car to check his GPS.

A CEO on the other hand who has lost his orientation cannot stop his company in order to find new ways. For companies there are neither parking places nor time for contemplation. They have to keep going!

Got it?

Now it’s about decision making, which always involves risks as well as possibilities. Of course, we go for the possibilities with a minimum of risks.

This is what you do; You leave your fancy office, join a sales rep on his regular visits, talk with him in the car and finally, when meeting with clients – discuss whatever is on your mind. You’ll be surprised how well this works. To be a little funny you may call this a company car.

Ho, ho!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Ho, ho old me again, high up in my tree – thinking about ways of running companies.

I do wonder if there isn’t a similarity between a CEO and a car driver.

Or put it this way, a CEO is like a car driver – he sees what’s ahead through the windshield, he steers with the steering wheel based on what he just saw. He accelerates with the accelerator, he breaks with the brake pedal, he checks the speed on the speed meter. How much gasoline is left, he sees on the gasometer. And when he finally reaches his goal – he just knows!

How hard can it be? If you can drive a car – you can run a company. Driving a car requires a license – should perhaps be the same for CEO: s!

Much more on this soon! Ho, ho!

 


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Ho, ho, old me again!

Yes, old I am and thereby also experienced, I’ve been around, working for different companies, where the worst didn’t last long, while the best is still alive (in spite of my retirement, ho ho).

Last we talked about the lack of coordination between annual budgets and personal evaluation talks. Ok, here we go. A company is like a body, where every little detail contributes to the totality! All companies are built like houses – lots of bricks where one brick can’t be without the others in order to keep the house standing. Every little brick has importance for the house’s capacity for functioning

Now picture this! Two different CEO: s have gotten their budgets for next year. Now to the worst CEO: s way of handling this

He says to his employees:
– Hi folks, we’ve now received our budget for next year. We’ll make a 100-mil turnover and a profit of 12. Let’s go for it my friends. Coffee is now being served.

The best CEO says:
– In order to be capable to reach a 100-mil turnover and a profit of 12, we must do the following:

  • First, we break down the annual budget into four quarters based on seasonal variations.
  • Then we bring those figures to each and every department and its members, meaning that also, a truckdriver will know, that 350 deliveries have to be done this quarter.

By doing so, everyone within the company knows exactly what’s expected and this is also, the base for the quarterly evaluating talk.

Ho, Ho!

Ho ho, me again!

Remember, last time we met?  No, ok I talked about the lack of coordination between the company’s annual budget and the evaluation talks with the employees?

By closing that gap, you do not only prevent minor errors from causing major failures, you also motivate and stimulate your staff.

Give it a thought, as this is important and a foundation for successful management.

I’ll be back with more on this!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Ho ho, me again, your old Mrs. Owl!

Have you thought about my last message? No, I guessed you wouldn’t. But now listen and do it carefully! Because this is central in all profit driven enterprises. Goals are being seen as being equal to annual budgets. Fair enough. The CEO has accepted the figures and thereby got his challenge for next year, but now he has to make them operative in his organization. And that is a completely different ballgame!

The CEO and his figures will be measured every quarter for their results. The employees on the other hand, if at all, will have evaluating talks with their superiors once a year.

See the point? Goals and their follow-ups are to be coordinated.

More on this soon!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Ho ho, me again, the old Mrs. Owl!

Last we met, I promised to be back with how to synchronize all employees’ efforts in order to improve the company’s result.
Meanwhile I’ll give you a hint – companies should be run and managed like a sailing-ship, where every crewmember knows exactly what to do to reach and cross the finishing-line as fast as they possibly could. And that in spite of having completely different tasks on board.

 

Give it a thought and I’ll give you mine shortly.

 

 

 

 


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Ho ho, me again, the old Mrs. Owl!

Companies should function like relay-runners, where the first runner does his outmost to give the second runner such a good chance as possible. The third and the fourth runners do exactly the same – trying to give the whole team a victory.
In companies however, it’s more like the first do high jumping, the second tries swimming, the third does whatever he wants, while the fourth has to combine impossible things in order to survive.

 

Listen now! Companies are like relay-running. People do have to do synchronized things in order to win.
BUT THEY DON’T!

How to achieve that I’ll tell you soon.

 

 

 

 


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Hi folks. I am Mrs. Owl!

You may wonder why me – a female owl – has been asked to share her experiences with you.

 

 

 

 

 

I’ll tell you why. Partly because I am old and experienced, partly because of my eye sight and tremendous hearing, partly because I can almost twist my head around and see in all directions and also because that in our family – we females – are the toughest, strongest and the most alert ones.

And finally, I see everything from high above.

I’ll be talking about, what business management is all about:

  1. Decision making
  2. Motivation
  3. Risk taking
  4. Delegation

You might think it’s easy. I can assure you – it is not!

PS: Are there any particular questions you’d like me to highlight – drop a line!

 

 

 

 


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Mr. Hide’s office Saturday lunch after a full week’s work

– Hi again folks. Nice to see you all here again. You know what? No, of course not, but this is our last and final meeting. So, let me summarize what we’ve been through. We started out by analyzing our present business situation by checking out lots of figures about our different client groups, which were the key accounts, the mid-sized accounts and the ad hoc accounts.

By having done so, we saw, that this big and lonely animal consumed almost all our resources without any corresponding payoff.

 

 

 

After further calculations another elephant showed up and that was our mid-sized accounts-elephant, which told us about a new and great potential, that we’ve neglected so far.

 

 

 

After a few more meetings we welcomed a third elephant – a baby elephant – representing our ad hoc accounts. Like all babies – if treated well – a healthy growth can be hoped for and expected.

 

 

 

– Ok, folks, this is what you’ve accomplished during all our meetings. I’m impressed. What do you think Mr. Hide?

– I’m so grateful not only to you Dr. See but also to my staff, who’ve participated in these exercises over weekends, late evenings and of course spent lots of time away from home

– Ok! Have we come to an end here?

– Not quite, Dr. See we’d like to sea and hear more from you. Your presence here is like a life insurance.

– You know, we’ve now come to the end. Your action plans will sort themselves out, as you’ve now found your focus areas and that was what this all about.

– Thanks Sir, from all of us!

– My pleasure and now we’ve finalized our work for Improved Sales Effectiveness, which soon can be downloaded from this site as a guide on how to improve businesses.

– A last question Sir, what will you do after this?

– I’ll be writing about an owl, a very wise one, who’ll share its business wisdom with all readers on this site.

– Good Luck Sir!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Monday evening, after work in Mr. Hide’s office

Hi folks! Now we have a third elephant on the screen. What that means I’ll come back to. But first let me express my admiration for your efforts, you do not only handle your normal duties at work but also on top of that you spend all free time here to improve the company’s business. I know Mr. Hide is as impressed as I am. And grateful!

We are happy to do this Dr. See, as we thereby hope to save our jobs.

Ok. We’ve come pretty far on this journey. So, let me summarize our achievements until now. We started out by identifying our three customer groups, which were major accounts, mid-sized accounts and ad hoc accounts in terms of their various impacts on resource consumptions, turn-overs, discounts, profitability and growth potential. Remember?

Yes, Dr. See, we do!

By having done so we realized that the key accounts, A-group’s task, were overrepresented in almost all categories except for profitability and growth potential. While mid-sized accounts showed the best profitability as well as the best growth potential, B-group’s task was that. The C-group handled the ad-hoc accounts, which is occasional business, initiated by those accounts themselves, without any efforts on our behalf.

Back to our elephants now, which in the beginning was one big lonely animal, representing our key-accounts. After a while, depending on your findings a new and smaller elephant took place on the screen and almost moved the bigger one out from there. And now we have a third elephant on the screen, a baby elephant, that we don’t know much about, only that it represents business opportunities, that should be taken care of.

Yes, Sir but what’s the conclusion?

I’ll tell you, this is the most important knowledge any business responsible person should not only know, but also act accordingly to. Focusing is essential, but only after having broadened your mind to see what other option are available. First and only then focusing is a blessing. Got it!

Yes, Sir.

Very well. Now we have three focus areas with three different action plans and those we’ll discuss when we meet next time, which is next Saturday lunch. Ok?

Sure is, Sir.


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Sunday lunch in Mr. Hide’s office

Welcome back! However, before sandwiches are being served, there are now two elephants on the screen as you can see – yes two elephants, almost equally big and heavy, but only almost. The little one is almost kicking the big one out of the picture. What do you think they tell us A-group?

Well sir, having had only one big elephant in the room, which we had when we started out these exercises meant that we were heavily depending on that lonely animal and thereby we were its servants, meaning that most of our resources were allocated to this big individual and it gave us almost nothing in return. Or let me put it this way to make it more understandable. We dedicated a hell of lot more to this animal than we had a chance to be rewarded for. Now, thanks to you, sir, we started to see other opportunities in the market, which the baby elephant illustrates.

Very good A-Group. What we’ve achieved so far is, that we are beginning to understand our market position and thereby our possibilities and thereby adjusting ourselves to our possibilities and thereby reallocating our sales efforts to go after new targets without hiring any additional people. You know, my friends, what most companies do wrong is that they tend to believe, that their markets are in perpetual situations, meaning that nothing changes. It does! And always will. That’s why having the right focus is of outmost importance and that’s what we are about to achieve. It’s late Sunday afternoon now. Are you tired?

Yes Sir!

Ok, we stop here and your findings and recommendations from yesterday can wait till tomorrow evening. Ok?

Ok, Sir.

– See you all tomorrow evening then! Bye for now!

– Bye Sir.


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Sunday morning in Mr. Hide’s office

– Good to see you all again. I know these exercises are demanding and on top of that you spend your free time here. Yesterday’s proposals were great! Really great I must say!

Now we take it from here. A-Group suggested another way of handling their key accounts and thereby freeing sales capacity for other efforts. Do you think it might work?

– Dr. See I think we should give it a try. We could for example this coming week have all our key account sales people go and see their clients and give them exactly that offer, which was to offer them to keep their discounts, but in return they must sign a two-year deal with us. If that works out, we have a plan and a new business opportunity by using our sales resources differently.

– B-group what’s your opinion?

– Thanks Dr. See for giving us a chance to comment. As we said earlier, we would welcome any additional sales power to go after all our unapproached mid-sized-prospects.

– Ok, folks this is what we’ll do. A-Group, you pick two key accounts, only two, as we do not want to jeopardize all our key account businesses at the same time. And you, folks in B-group, you’ll list all the possible unapproached clients, that we haven’t seen yet. By doing so, we’ve minimized risks of loosing key accounts and at the same time, if successful with the two key accounts, we’ve found a way to solve this unprofitable situation.

– Now, to your group-rooms and come back with suggestions about: how to go about offering two key-accounts a two-year deal. Ok?

– Yes, Sir, that’s ok. I guess that task was only for us in A-group?

– Yes, of course. And you in B-group, you list your unapproached mid-size accounts. And C-group, you can participate in this work by just listening in and commenting. We meet here again for lunch and reporting. Ok? And one thing more – stay away from the football as this is more important. Ok?

– Sure Sir!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

The same Saturday afternoon at 04.30 in Mr. Hide’s office

Welcome in here again folks. You´ve had a long day trying to shrink our big elephant into a baby elephant. How did it go A-group?

– Thanks Dr. See we’ve worked hard on different solutions and we’ve based our discussions on the facts, that our key accounts only represent 8% of all our customers and despite that they receive 80% of our total discounting and furthermore, they burden us with half of all our costs and the key accounts salesmen do nothing else but looking after these accounts. Looking for new ones seem to be hard!

– Ok, A-group, what’s your proposal?

– Dr. See, we aren’t sure. Do we dare to increase prices? No, we don’t think so. Instead we concentrated on finding other ways. These are possible options: offering our key accounts to keep their discounts, if they agree to sign a two-year deal with us and thereby allowing us to free our sales resources to find new accounts and instead having our customer service to call them regularly and ask, “is everything satisfactory?” If not, the customer service leaves it to the key account sales people to react. If yes. Fine!

– B-group, you with the mid-sized accounts, what do you think about this?

– Well, Dr See, we believe, that we have great number of unapproached possible clients, that we haven’t had time to go for and therefore a relieved key account sales force would come in handy for approaching these prospects.

-Ok, friends. Time is late now, and you’ve done a tremendous work. Now go home and have a nice evening with your near ones. Tomorrow Sunday at 0900 we’ll meet again and the we’ll dig deeper into this. Ok?

– Looking forward to it, Sir!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Following Saturday at 08.30 in Mr. Hide’s office

– Welcome back! Glad to see you all here again, but before we start I have a picture to show you. I do really hope it won’t be the impression after your presentations, but I fear it might. We’ll see.

– Ok! How was your week? What do you say A-group?

– Well, Sir. It was a thrill that we never have come across before. We started directly last Monday morning, after having asked the customer service people to count all calls according to your instructions. They were happy to do it. I think they felt, that their opinions were asked for and needed, so just by having done so – we got a group more motivated than ever. Only that itself is a great merit to this exercise. They even wished us Good Luck before this weekend.

– Ok folks, you remember your tasks from last week? They were to find out how much time was consumed by our three client groups in terms of handling existing clients compared to chasing new ones.

– Let’s hear what you found. A-Group

– Ok, Sir. Here are our figures: Time spent on existing key accounts was 100% and thereby you understand that we did not spend any time on finding new key accounts.

– Thanks A, now to the mid-sized accounts. How was your time spent?

– Thanks, Sir! We spent 55% of our time on existing mid-sized accounts and 45% on finding new ones.

– Thanks! Now to C, the ad-hoc accounts.

– Well, Sir our figures are the direct opposite, as we only know the ones we already have and thereby we spent all our time on asking them if they were happy with us and our services and of course asked for new orders.

– Thank you all. I am sorry to say that the elephant is an appropriate summary of your presentations. If you didn’t know, what an elephant in the room means, I’ll tell you. It is a big problem, that all knows, but no one wants to discuss.

Time is now 10.30. This is a major problem and therefore you’ll have all day to minimize that elephant. We meet here again at 04.30. Lunch and coffee will be served in your rooms.

Good Luck!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.