Refocusing the sales force to cross-sell

An industrial-products company struggled to penetrate a new group of customers demanding bundles of products from different business units.
Assembling these bundles was a challenge. Incentives did not encourage cross-selling, and business unit leaders and salespeople alike believed that collaborative efforts would place valuable customer relationships at risk.
The company jump-started its cross-selling efforts by understanding the sales reps’ deeper motivations and addressing them through disciplined communication, role modeling, skill building, and support systems.

It’s hard for brand managers to keep pace with the shifting attitudes of Chinese consumers. But some trends can be discerned amid the noise.

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