Increasing Sales is About Changing Thinking

Whether you live in the US or not, the thinking about how to increase sales seems universal.  Hiring sales type personalities that can overcome objections and hit targets.  This thinking has been repeated so often that organizations have come to believe it . . . if it were only true.

The service that most organizations achieve for their customers is horrendous and poor service leads organizations filled with revenue targets to “hit the number.”  Incentives and training to overcome objections is the recourse.  No one addresses the main thing that prevents sales, namely, bad service.

This bad service can be measured in organizations by understanding what percentage of customer demands are in the form of failure demand (the failure to do something or do something right for a customer).  The percentage in most organizations is between 25 and 75% of all customer demands.  It is difficult to sell to someone with this much failure.

High failure demand means we have to compensate for our bad service by selling.  After all, it takes a lot of extra sugar coating to sell to someone that gets horrible service.

Service can only be improved by changing the system and the system requires new thinking about the design and management of work.

Tripp Babbitt is a speaker, blogger and consultant to service industry (private and public).  His organization helps executives find a better way to make the work work.  Read his articles at Quality Digest and his column for  Learn more about the The 95 Method for service organizations.  Reach him on Twitter at LinkedIn at

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