A Sales-oriented Company does not need Sellers

The Sales function is the core activity of all dynamics business there is no other that has more preponderance than this. So it is logical to assume that every company is totally focused on them. However, this is rarely the case, to the extent that the pertinent and logical is the exception and not the norm. Companies lose early and easily the systemic approach to Sales. In many cases due to management defects and in others precisely because of the success obtained. Whatever the cause, any loss of focus towards sales has a common denominator: the orientation of the companies towards the tasks of the bureaucracy.

A Sales-oriented Company

Business organizations base their existence on a business that is, an activity that generates utility, interest or profit. The tasks that base the Business are those of Production and Sales. By means of what it produces and sells, the Organization “does” Business, only thus achieves a certain type of “utility, interest or profit”. Since, logically, something that cannot be sold is not produced. The Sales ultimately perfect the Business.


Without Sales, there is no Business, and without Business, there is no Company. All of them are tasks of support for the efforts of Produce and Sell, no generates Business in itself, and is Cost Centers that only justify their existence in the act of “serving” the former. If what is produced is not sold, it is of little use that these support tasks are well established or work perfectly. No company survives in the market for having excellent accounting or marketing if they do not contribute to the simple act of selling. When the “bureaucratic activities” become the objective of the management, the fundamental sense of doing Business is lost, the competitiveness is affected and finally the position in the Market.

This happens frequently, because both there are serious defects in government. Because the Company is so “good” or “so big” that the simple act of focusing on Sales generates little sensitivity. It matters little if a company gives much emphasis to the task of its vendors, either in the fact of selecting them, training them or “privileging” them among the managerial priorities. The mere fact that the existence of “Sellers” is conceived generates a “dual reality” that admits a “separation” between theorists responsible for Sales and the others.

What can the best salesperson or sales team do when they are effectively “separated” from others in the focus toward the fundamental task? All success becomes fragile and partial all painful effort and low relation between costs and benefit. While the whole Company sells, the task of the Seller or the team constitutes a natural “output” of the System. The sales objectives cannot be associated exclusively with the Sellers, in reality they are the premises of survival and health of the Business, and therefore of the Organization. It is nonsense to “wait expectantly” for the Vendors’ task to qualify the state of the Company. It is an absurd act to blame them for the problems when the sales objectives are not reached.

There are few things more certain than the following statement: When Sales problems enter through the door, everything else goes out the window. Nothing works for good when the Sales are not adequate, but the Vendors are not responsible for this, since if they “fail” in the task it is because of the Organization’s failure first.

There are no “bad sellers” in organizations oriented entirely to sales. The companies that sell from the first to the last of their elements and resources work in Homeostasis, a state where the set of phenomena self-regulates and leads to the maintenance of a relative constancy in its composition and properties. A “bad” seller has no place in a virtuous sales system, and therefore “does not exist”. The “unity” of purposes in the Company is not a state that must be achieved. It is a natural peculiarity of the very fact of doing Business. It is not a question of the Companies arriving at the state of “unity” that guarantees orientation and focus towards the Sales, the companies ARE a “unit” (worth the redundancy) from the moment they assume the management of the Business.

All people who are part of a company also sell their services and do business. If this does not effectively contribute to the larger business, no benefit is achieved either. Under this logic operates the virtuous circuit of business and the sustenance of the organizations that move the world. It is also necessary that the Vendors cease to be that fetish that explains everything. That is right or wrong in the Business in a Sales-oriented Company does not need Sellers.