Category: Blog

The recent blogs on Sales Efficiency have examined various non-revenue generating (NRG) activities—time spent that, while necessary for organizational operations, does not directly benefit sales. Have you ever considered what these non-revenue generating activities cost the organization? Since most organizations focus on margin and profit, it’s particularly insightful to quantify this ‘lost’ time as Opportunity…

As highlighted in the initial blog of this series on sales efficiency, travel and administration tasks constitute a significant portion of non-revenue-generating activities. Similar to the previous discussion on administration and CRM, the objective is not to eliminate these activities. Yet, to evaluate which elements will be more efficient to free up more time for…

“Customer Relationship Management (CRM) is, without a doubt, the most important tool for every salesperson. As discussed in the last blog, if a salesperson disagrees with this notion, it often indicates a misunderstanding of the platform’s potential. In this blog, I’ll outline why CRM is so powerful and clarify what CRM should not be. Sales efficiency =…

As highlighted in last week’s blog, a surprising finding reveals that sales managers spend less than 50% of their time on customer-facing and sales-related activities. The largest contributor to non-revenue-generating (NRG) tasks is administrative work, often referred to as the Sales Efficiency Administrative Burden. The first step in addressing inefficiencies is for leadership to recognize the…

Let’s begin this blog on a positive note. The time spent on non-revenue-generating activities by sales professionals has decreased over the past decade. More than 10 years ago, several studies indicated that salespeople were only able to dedicate between 35% and 40% of their time to actual selling. Fortunately, recent research shows that this figure…

The time has come to finalize the concept into the Global Expansion Framework Result. The outcome of the CPA-CAGE-PMA model, which has been introduced in previous blog posts. It’s important to note that the full calculation details will not be shared here. This is not only due to the proprietary nature of the service offered…

The time has come to present the final component of the CPA-CAGE-PMA framework for global expansion: Product Market Analysis (PMA). Hence, this stage focuses on determining whether a product or portfolio aligns with the potential market. Achieving an accurate result requires complete honesty. Typically, product managers or market managers will develop a set of Unique Selling Propositions…

Within the CPA-CAGE-PMA analysis the Global Expansion Country Potential Analysis (CPA) should always serve as the initial phase. Setting the stage is crucial because the entire framework requires a solid starting point. The CPA provides this foundation. It might seem counterintuitive that this blog series began with the middle part of the model. This choice…

Expanding a business internationally presents numerous challenges, regardless of the product, solution, or service being offered. In previous blogs, we focused extensively on the human and cultural differences between countries. This blog, however, will address the final two components of the CAGE framework— Global Expansion Geography and Economy. By comparing and measuring these attributes in…

I often suggest that Australia can be seen as “Europe at a distance,” though I recognize that my Australian friends might not entirely appreciate this comparison. They are, after all, distinctly not Europe. However, from a business perspective, this statement holds significant relevance. Business practices in Australia bear a strong resemblance to those in Europe.…