{"id":9621,"date":"2014-04-30T10:13:13","date_gmt":"2014-04-30T09:13:13","guid":{"rendered":"https:\/\/optimumventas.com\/?p=9621"},"modified":"2025-03-04T13:43:29","modified_gmt":"2025-03-04T12:43:29","slug":"after-the-disruption-are-the-sales","status":"publish","type":"post","link":"https:\/\/optimumventas.com\/en\/blog\/after-the-disruption-are-the-sales\/","title":{"rendered":"After the disruption are the sales"},"content":{"rendered":"
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Optimum ventas – After the disruption are the sales<\/h2>\n

In the study of “The Conference Board<\/a>“<\/strong> published in November 2013, the main CEOs of the leading global companies, mentioned that their challenges for this 2014 will be, the operational excellence, the talent management, the customer loyalty and the innovation.<\/p>\n

These four challenges defined<\/strong>, pursue the excellence of the companies and are the effect of a simple question: What can we do differently? If the answer is NO<\/strong>, the CEOs know exactly that are leading an obsolete company, whose days or years are counted and therefore must make a big decision that has three options,selling the company, closing it as orderly as possible, or let the market close it.<\/p>\n

Therefore, if the answer is YES<\/strong>, they can do things differently, initiating a corporate innovation process. This process can be incremental, improving the current processes, or disruptive processes, where the corporate business model is changed.<\/p>\n

Many of these companies are addressing projects of disruptive innovation because their current business models are becoming obsolete, that is, they cannot improve their operation processes, or their logistics processes, or their relationships with suppliers, or their business processes, because they are already on excellence.<\/p>\n

Mainly, disruptive innovation projects develop new products for new markets, taking advantage of their current business model capacity or, integrating or developing new production and design processes.
\nAll this process of disruptive innovation ends with the sale of a new product into a new market, that may be our current business model or not.<\/p>\n

This situation forces us to define new sales processes with new commercial maturing periods where we do not know in depth the buying motivations of users, influencers and decision makers, where the marketing stages are different and where we have no KPI commercial effectiveness to assess the optimum performance in the Go to Market.<\/p>\n

Thus, a corporation that is not oriented to the management of business processes cannot exceed the challenge of marketing the new product or service resulting in the innovation process.<\/p>\n

From our point of view, we consider that, in the process of disruptive innovation it should be invested the time and resources necessary to answer the key question subsequent to the previously mentioned<\/p>\n

So now how do we sell this? With salespeople, through a distribution channel, under a digital environment\u2026?<\/p>\n

In our opinion, any implementation of a corporate innovation strategy should include from the client to the supplier of raw materials, giving answers to the following basic questions:<\/p>\n