In a small number of companies, across two continents, a quiet revolution is in progress.
These companies (you’ll meet some of them in due course) have challenged the most fundamental assumption about how the sales function should be designed.
Consequently, they have built sales environments that barely resemble those in their competitors’ organizations.
And they’ve seen massive performance improvements!

Improvements in the internal operation of sales:
1. Field salespeople are spending 100% of their time in the field: performing four business-development meetings a day, five days a week
2. Customer commitments are consistently met, administrative work is always done on time and sales orders appear more frequently and more consistently

And improvements in the relationship between sales and the rest of the organization:

1. Hand-off problems between sales and production have been eliminated


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