The Capability Maturity Model (COM)
Among several standout features of credentials includes a COM Level 5 rating which is produced by the Carnegie Mellon Software Engineering Institute.
The Capability Maturity Model (COM) is a rating system that “takes into account the ability to produce quality software on time and on budget. ” (Spiro, Rich & Stanton, 201 3) Inflows Level 5 rating within this system indicates that they are able to complete 90% of their projects on time, in contrast with 60% which is the average of U. S. Companies. Using credentials eke this should allow them to bring in new business In regions they do not currently have a presence In.
Additionally while there are significant factors constraining the U.
S. Market they still have a sizable existing customer base In the united States which they should be able to exploit for referral business. A sales strategy needs to be tailored in such a way that it can effectively deliver with consistency the sales goals set forth by a business. The sales strategy that had been effectively achieving the sales growth set forth by Inflows began to stumble in the wake of the U. S. Nature.
This overall hit to the U. S. Economy caused many companies to shed costs after losing significant portions of their customer base.
The case study indicated two interesting points regarding the geographic isolation of India to the majority of its clients. First it indicated that the costs of maintaining proper communication lines to be able to stay in complete contact with Its clients was costing them over ten times the cost of domestic communication.
The case study also Indicated that the company was looking to “shift from labor-intensive coding to the development of e-commerce footwear consulting services. ” (Spiro, Rich & Stanton, 2013) This would require Inflows toes Disc more alert contact Walt tenet customers as well as a more veldts presence in foreign markets.
All of these features of Inflows indicate to me that their new sales strategy needs to account for the establishment of a physical presence in areas they would like to be doing business. There is truly no substitute for physical one on one interaction when trying to develop trust in a sales interaction. The ability of local salespeople with boots on the ground will allow Inflows to achieve their goal f expanding its customer base outside of the U. S.
Having local resources will additionally enable Inflows to adjust better to local conditions and understand their competition more effectively.
Inflows has in place what they refer to as a holistic compensation system. This 3 pronged approach to compensation addresses the financial, emotional and educational needs of its employees simultaneously. This approach has allowed Inflows to maintain an “employee attrition rate of about 10 percent…
About half the industry average. (Spiro, Rich & Stanton, 2013) The financial insemination offered by Inflows allows the employees to grow as the company grows while at the same time if the company fails the employees financial compensation will fall with it.
This approach allows the employee to have a vested interest in the success or failure of the company. Also contributing to the happiness of the employees with their overall compensation package is the existence of a campus like atmosphere at their physical office. This includes amenities such as a gym, sport courts, sauna as well as a child care center. This comprehensive approach has been successful for Inflows and should remain that way into the future.
When we examine the benefits and disadvantages of the two different sales organization approaches used by Inflows we can see some very clear differences.
Inflows prior to 1999 had been using a Strategic Business Plan(SUB) which it subsequently switched out in exchange for a Practice Unit(PU) approach. A SIBS can most closely be compared with a product-based sales organization, this approach uses staff specialists to manage specific products offered by the organization, as opposed to managing specific markets. Within an SIBS each product unit handled all phases of delivering that product to the end user, each unit of an SIBS is responsible for sales, marketing and delivery of their product.
This can be advantageous because a unit is self-sufficient and does not require outside resources to deliver its product.
A shortfall of an SUB is that each individual unit can have processes that are not well defined and this can result in confusion between units. The Practice Unit most closely resembles a geography based sales organization, in this arrangement each unit is responsible for a specific geographical region. The PU draws support from multiple other areas of the company as needed.
One advantage of the Practice Unit is that “this structure usually ensures better coverage of the entire market, as well as better control over the sales force and sales operations. ” (Spiro, Rich & Stanton, 2013) Inflows, with its existing reputation and excellent quality services should have no problem achieving the goals outlined by Murphy’s new strategy as long as these strategies are implemented with the same diligence as all of their prior accomplishments.
Spiro, R L. , Roll, O. A. , ; Stanton, W McGraw-Hill. ) Management AT a sales Torte.
