What is WORVAL®?
Sales function is a telling step in the value chain, and a domain that witnesses human-to-human interaction between the enterprise and its customers. Experiential learnings and academic literature have polarised the field. On one hand, individuals and organisations harbour the view that selling is essentially a “push-driven skill”. On the other hand, more puritan views propound the need for “demand generation” and “pull-based systems”. WORVAL® blends the two approaches and manifests this blend through the skill of “influencing through leadership”. WORVAL® helps instill excellence by assessing the organisation’s ability to “influence through leadership” along five dimensions. In addition, WORVAL® unearths deep-seated mindsets related to the tension between “pull” and “push" approaches.
Sales function is the final and most telling step in the value chain. Experiential learnings and academic literature have, without merit, polarised the domain between “push-driven approaches” and “pull-based systems”. WORVAL® blends the two approaches and manifests this blend through the skill of “influencing through leadership”. WORVAL® helps you instil excellence by assessing the organisation’s ability to “influence through leadership” along five dimensions. In addition, WORVAL® unearths deep-seated mindsets related to the tension between “pull” and “push-based” approaches.
Sales function is the final and most telling step in the value chain. Experiential learnings and academic literature have, without merit, polarised the domain between “push-driven approaches” and “pull-based systems”. WORVAL® blends the two approaches and manifests this blend through the skill of “influencing through leadership”. WORVAL® helps you instil excellence by assessing the organisation’s ability to “influence through leadership” along five dimensions. In addition, WORVAL® unearths deep-seated mindsets related to the tension between “pull” and “push-based” approaches.
Sales function is the final and most telling step in the value chain. Experiential learnings and academic literature have, without merit, polarised the domain between “push-driven approaches” and “pull-based systems”. WORVAL® blends the two approaches and manifests this blend through the skill of “influencing through leadership”. WORVAL® helps you instil excellence by assessing the organisation’s ability to “influence through leadership” along five dimensions. In addition, WORVAL® unearths deep-seated mindsets related to the tension between “pull” and “push-based” approaches.
Why worry about “leader-like influence”? Why get WORVAL®?
WORVAL® considers the “pull versus push” debate to be irrelevant and anachronistic. “Pull-based approaches” enjoy academic and intellectual backing, but can dissolve in the face of time-bound performance pressure. “Push-based approaches” generate short-term performance, but rarely sustain over longer timeframes. WORVAL® finds common ground by blending strong aspects of both approaches, and conceptualises the skill of “influencing through leadership” by combining the constructs of “mental states”, influencing techniques and the “selling process”. Get WORVAL® to move away from and not take sides in the anachronistic “push-pull debate”. Instead, let WORVAL® build the skill of influencing customers through situational leadership, and help build a balanced, stable and effective sales approach.
WORVAL® considers the “pull versus push” debate to be irrelevant. “Pull-based approaches” enjoy intellectual backing, but cannot stand up to time-bound performance pressure. “Push-based approaches” succeed in the short-term, but rarely sustain over long periods. WORVAL® finds common ground through the skill of “influencing through leadership” that combines the constructs of “mental states”, the “selling process” and influencing techniques. Get WORVAL® to move away from the anachronistic “push-pull debate”, and instead, build skills of influencing customers during the selling process through situational leadership.
WORVAL® considers the “pull versus push” debate to be irrelevant. “Pull-based approaches” enjoy intellectual backing, but cannot stand up to time-bound performance pressure. “Push-based approaches” succeed in the short-term, but rarely sustain over long periods. WORVAL® finds common ground through the skill of “influencing through leadership” that combines the constructs of “mental states”, the “selling process” and influencing techniques. Get WORVAL® to move away from the anachronistic “push-pull debate”, and instead, build skills of influencing customers during the selling process through situational leadership.
WORVAL® considers the “pull versus push” debate to be irrelevant. “Pull-based approaches” enjoy intellectual backing, but cannot stand up to time-bound performance pressure. “Push-based approaches” succeed in the short-term, but rarely sustain over long periods. WORVAL® finds common ground through the skill of “influencing through leadership” that combines the constructs of “mental states”, the “selling process” and influencing techniques. Get WORVAL® to move away from the anachronistic “push-pull debate”, and instead, build skills of influencing customers during the selling process through situational leadership.
Who will benefit from WORVAL®?
Chief executives and business heads benefit from WORVAL® in several ways. First, uptick in sales performance is now more sustained. Second, sales divisions do not need to go through a seesaw between “pull” and “push”, and can stabilise and standardise around the central capability of “leadership-driven influencing”. Third, organisations tend to earn positive reputation in customer community through this balanced approach. Sales heads benefit from being able to understand deep-seated beliefs and attitudes of employees. Moreover, they are now able to weed out the volatility in performance. Frontline sales executives benefit by comprehending and building core selling skills. Marketing functions benefit from deeper consumer insights generated during customer interactions that are now more substantive.
Chief executives and business heads benefit from WORVAL® in several ways. First, uptick in sales performance is now more sustained. Second, sales divisions do not need to go through a seesaw between “pull” and “push” based approaches, and can stabilise and standardise around the central capability of “leadership-driven influencing”. Third, organisations tend to earn positive reputation within the customer community. Sales heads benefit from being able to understand deep-seated mindsets and weed out the volatility in performance. Frontline sales executives benefit by comprehending and building core selling skills.
Chief executives and business heads benefit from WORVAL® in several ways. First, uptick in sales performance is now more sustained. Second, sales divisions do not need to go through a seesaw between “pull” and “push” based approaches, and can stabilise and standardise around the central capability of “leadership-driven influencing”. Third, organisations tend to earn positive reputation within the customer community. Sales heads benefit from being able to understand deep-seated mindsets and weed out the volatility in performance. Frontline sales executives benefit by comprehending and building core selling skills.
Chief executives and business heads benefit from WORVAL® in several ways. First, uptick in sales performance is now more sustained. Second, sales divisions do not need to go through a seesaw between “pull” and “push” based approaches, and can stabilise and standardise around the central capability of “leadership-driven influencing”. Third, organisations tend to earn positive reputation within the customer community. Sales heads benefit from being able to understand deep-seated mindsets and weed out the volatility in performance. Frontline sales executives benefit by comprehending and building core selling skills.
Where (in which settings) should you get WORVAL®?
Get WORVAL® to instil excellence in your sales organisation when faced with any of the following five situations. First, “push-driven sales”: when organisation energy and drive is disproportionately focused on achieving near-term sales targets. Second, “puritan pull-based sales”: when organisation culture and leadership dialogue is solely predicated on demand generation and consumer insight. Third, “see-saw sales”: when the organisation alternates between the two approaches depending on preferences of leadership. Fourth, “volatile sales”: when sales performance is not under control, and the sales organisation has failed to explain the volatility. Fifth, “demotivated sales”: when you notice an absence of motivation and drive among sales supervisors and frontline sales executives.
Get WORVAL® when faced with any of the following five situations. First, “push-driven sales”: when organisation energy is disproportionately focused on near-term sales targets. Second, “puritan pull-based sales”: when organisation culture is solely predicated on demand generation. Third, “see-saw sales”: when the organisation alternates between the two approaches depending on preferences of leadership. Fourth, “volatile sales”: when sales suffers from volatility which cannot be explained. Fifth, “demotivated sales”: when motivation is missing among supervisors and frontline executives.
Get WORVAL® when faced with any of the following five situations. First, “push-driven sales”: when organisation energy is disproportionately focused on near-term sales targets. Second, “puritan pull-based sales”: when organisation culture is solely predicated on demand generation. Third, “see-saw sales”: when the organisation alternates between the two approaches depending on preferences of leadership. Fourth, “volatile sales”: when sales suffers from volatility which cannot be explained. Fifth, “demotivated sales”: when motivation is missing among supervisors and frontline executives.
Get WORVAL® when faced with any of the following five situations. First, “push-driven sales”: when organisation energy is disproportionately focused on near-term sales targets. Second, “puritan pull-based sales”: when organisation culture is solely predicated on demand generation. Third, “see-saw sales”: when the organisation alternates between the two approaches depending on preferences of leadership. Fourth, “volatile sales”: when sales suffers from volatility which cannot be explained. Fifth, “demotivated sales”: when motivation is missing among supervisors and frontline executives.
How does WORVAL® work?
The design of WORVAL® is based on our proprietary six-part framework called ‘HARMONI’. With WORVAL®, you undergo the four stages of ‘installation’, ‘engagement’, ‘analysis’ and ‘dissemination’ over twelve weeks. To install WORVAL®, you mention the predicament that has necessitated product usage; provide data related to sales approaches, organisation and performance; and nominate research respondents. WORVAL® then analyses the data and interacts with respondents. The final output for leadership includes a quantitative assessment of “leadership-driven influencing skill” within the sales function along its five dimensions, an enumeration of interventions to build a balanced selling approach, and a qualitative narration of mindsets related to the divergent selling philosophies.
The design of WORVAL® is based on our proprietary six-part framework called ‘HARMONI’. The “installation”, “engagement”, “analysis” and “dissemination” stages take place over twelve weeks. To install WORVAL®, you provide relevant data and nominate respondents. WORVAL® then analyses the data and interacts with respondents. The final output for leadership includes a quantitative assessment of “leadership-driven influencing skill”, an enumeration of interventions needed for a balanced selling approach, and a qualitative narration of mindsets related to divergent selling philosophies.
The design of WORVAL® is based on our proprietary six-part framework called ‘HARMONI’. The “installation”, “engagement”, “analysis” and “dissemination” stages take place over twelve weeks. To install WORVAL®, you provide relevant data and nominate respondents. WORVAL® then analyses the data and interacts with respondents. The final output for leadership includes a quantitative assessment of “leadership-driven influencing skill”, an enumeration of interventions needed for a balanced selling approach, and a qualitative narration of mindsets related to divergent selling philosophies.
The design of WORVAL® is based on our proprietary six-part framework called ‘HARMONI’. The “installation”, “engagement”, “analysis” and “dissemination” stages take place over twelve weeks. To install WORVAL®, you provide relevant data and nominate respondents. WORVAL® then analyses the data and interacts with respondents. The final output for leadership includes a quantitative assessment of “leadership-driven influencing skill”, an enumeration of interventions needed for a balanced selling approach, and a qualitative narration of mindsets related to divergent selling philosophies.
When during the operating year should you get WORVAL®?
WORVAL® is designed for biennial as well as episodic usage. WORVAL® requires twelve weeks to go through the ‘installing’, ‘engaging’, ‘analysing’ and ‘disseminating’ phases. When using WORVAL® on a biennial cycle, we recommend first, second or third quarter usage. First quarter usage provides inputs that can be incorporated into the sales plans for three quarters. Second quarter usage can be used to define interventions for the second half of the ongoing year. Third quarter usage will be synchronised with the budgeting, forecasting and sales planning processes for the upcoming year. Refrain from fourth quarter usage to avoid biased inputs due to performance pressures. For episodic use, we do not suggest a timing. Use WORVAL® whenever you face any of the five situations mentioned earlier.
WORVAL® is designed for biennial as well as episodic usage. When using WORVAL® on a biennial cycle, we recommend usage during the first, second or third quarter. First quarter usage provides inputs for remaining three quarters of the ongoing year. Second quarter usage helps define interventions for the second half of the year. Third quarter usage is synchronised with the budgeting, forecasting and sales planning processes for the upcoming year. Fourth quarter usage is not optimal. For episodic use, we do not suggest a preferred timing. Use WORVAL® whenever you face any of the five situations mentioned earlier.
WORVAL® is designed for biennial as well as episodic usage. When using WORVAL® on a biennial cycle, we recommend usage during the first, second or third quarter. First quarter usage provides inputs for remaining three quarters of the ongoing year. Second quarter usage helps define interventions for the second half of the year. Third quarter usage is synchronised with the budgeting, forecasting and sales planning processes for the upcoming year. Fourth quarter usage is not optimal. For episodic use, we do not suggest a preferred timing. Use WORVAL® whenever you face any of the five situations mentioned earlier.
WORVAL® is designed for biennial as well as episodic usage. When using WORVAL® on a biennial cycle, we recommend usage during the first, second or third quarter. First quarter usage provides inputs for remaining three quarters of the ongoing year. Second quarter usage helps define interventions for the second half of the year. Third quarter usage is synchronised with the budgeting, forecasting and sales planning processes for the upcoming year. Fourth quarter usage is not optimal. For episodic use, we do not suggest a preferred timing. Use WORVAL® whenever you face any of the five situations mentioned earlier.
© Copyright 2019 
All rights reserved.
© Copyright 2019 All rights reserved.
© Copyright 2019 All rights reserved.
© Copyright 2019 All rights reserved.