Krauthammer Observatory, an annual survey exploring management behaviour in Europe, has released its latest results.
In 2010 the battle for business continues, with salespeople on its frontlines. In line with this, Krauthammer, with the Groupe ESC Clermont Graduate School of Management, have devoted three research-based reports to 'sales signals'. This third and final report examines the role definitions of salespeople, sales systems and processes. It finds 84% of salespeople clear about their responsibilities, (despite some tension), less sure about their authority or their time management. And there are signs of under-resourcing, with 19% lacking the time, budget or manpower needed to fulfill their missions. The report also signals striking gaps in systems and processes, such as funnel management and sales metrics. And basic management routines appear under par - only 55% of salespeople surveyed experience sales meetings or reviews.
The second part of Krauthammer’s “Sales Signals”- survey, conducted with the Groupe ESC Clermont Graduate School of Management in France* shows considerable gaps between what sales -behaviour most salespeople believe they should adopt for sustainable sales performance, and to what extent they are encouraged to indeed practice these skills by their managers. According to the salespeople surveyed, only 48% of managers generally encourage exemplary sales practice.
'Salespeople's self-evaluation indicates a modest mastery of sales fundamentals', the latest Krauthammer study shows. With Dr. Pascal Brassier of the Groupe ESC Clermont Graduate School of Management in France examined salespeoples' view of their own competence. 26 skills associated with 5 big domains of the sales process were examined: 'prospecting', 'diagnosing', 'persuading', 'negotiating' and 'closing'. Overall, only 27% of salespeople feel they fully master their job, the findings indicate, with prospecting the least mastered phase in the sales process - only 23% of the salespeople surveyed showing full confidence.
Brussels/ Paris - Krauthammer appoints Hervé Hannebicque as its new Supervisory Board member.
Krauthammer has appointed Jocelyn de Just Pellicer, Michiel van den Boomen and Jos Velthuis as the new Business Line Leaders of the new Learning, Development and Change business lines of the organisation.
Krauthammer is currently starting the Oriflame Academy Step III with Oriflame, a fast-growing beauty company with over 1.3 billion Euro in sales 2008 and more than 3.0 million sales consultants operating in over 60 countries worldwide. The three step management leadership development programme aiming to develop talent and increase integration and strategic understanding through out the group was started in 2006. So far around 300 Oriflame managers around the world have attended the programme.
Krauthammer appoints María Teresa Alonso Jaén, Partner and Senior Consultant as the new office leader and Managing Partner of Krauthammer Spain (Madrid and Barcelona offices).
Krauthammer appoints today Bob Vrijaldenhoven from the Krauthammer Noordwijk office in the Netherlands, Jaroslav Chronak and Richard Dobeš from Prague, Pascale Bauer and René Keller from Switzerland, Philippe Bazin, Grégoire Gatbois and Pierre Lamy from France as Senior Partners.
For the third year in a row, Krauthammer has asked employees across Europe about the behaviour they seek and experience from their managers. Each year there are significant gaps between desires and reality. And this year is no exception. The majority of managers (64%) are behaving in an exemplary or at least operational way and the behaviour of a third (33%) is at best penalising and at worst, disqualifying. At the same time 27% of employees report that their commitment to remaining in their organisation over the next 12 months is low.
'Organisations should practice the belief that the economy and the ecology are one thing.' So say employees in a new Krauthammer study surveying employees' experience of their organisations CSR (Corporate Societal Responsibility**) practices. And yet, only 26% of companies seem to agree, according to those surveyed. In general, around 50% of organisations are operational or even exemplary when it comes to CSR practices related to the triple perspectives of Planet, Profit and People, employees claim. The other half display a reactive or inactive CSR policy. Or alternatively, they are failing to inform their own people about what they are doing.
80% of international businesses feel relatively resistant when it comes to the worsening business climate. 55% will defend their investments in 'behavioural development' programmes in areas such as leadership, management and sales. On the downside, 20% say that they will cut their budgets. This and other findings are the results of a probe conducted by Krauthammer in late Autumn 2008.
The more 'self-connected' employees are - more resistant to stress, dare to use their intuition in decision-making, accept the unpredictability of modern business life, are emotionally stable and sincere, with good old-fashioned integrity - the better their performance, shows the latest Krauthammer study.
Krauthammer has been awarded the 'Consulting Standard of Excellence Award' by the Web Marketing Association that once a year names the world's best web sites in 96 industry categories! Krauthammer's Belgian-based web designer and builder-partner, Emakina, won four prizes in total including work for Brussels Airlines, Novotel and Immoweb.
Krauthammer has appointed Mr. Tomas M. Romijn as the new CFO and member of the Executive Board effective from 1st September 2008 in their headquarters in Brussels.
The gaps between the kind of behaviour employees expect and actually experience from their managers are highly significant the latest European wide Krauthammer survey indicates. People's expectations are not being met in a range of fundamental areas. And yet, despite these failings in managerial performance, around 70% of employees still appear to trust their managers.
CEOs visibly share and live their company’s purpose, say most people. Yet, considerably fewer view their CEO as a brand builder. And only a minority view their CEO as a role model. These are the findings of the latest Krauthammer survey on corporate governance and CEOs performance.
A recent Krauthammer study suggests that the matrix model exists in 85% of the European organisations. The survey further suggests that people agree it is a realistic way of running a business. However, many structural elements seem to be in serious need of attention. As it is, people appear to be navigating complexity without systematic, structural support. According to the survey, only four out of ten people (40%) believe that Human Resources (HR) policy creates supportive operating conditions, and only around half (48%) feel that employees are indeed empowered.
The matrix model is now present in 85% of modern organisations*, and modern management doctrine is determined by democracy and consensus. In theory. Because we all know an autocrat who still seems to believe - however covertly - that organisations are essentially armies at war. And that they should be run accordingly. Especially if he or she driving the tank.
Employee trust in organisations is alarmingly low, when only 42% of employees believe that their organisation can be trusted, a recent European study indicates. The study - exploring employee perceptions of organisational trustworthiness - was conducted by Krauthammer, one of Europe’s leading coaching, consulting and training companies, on behalf of a specialist team representing seven European universities, ROCOT (Research on Cross Cultural Organisational Trustworthiness).
The behaviour of managers in several fundamental areas of practice is not meeting employees' expectations in 50% of cases, indicates a study published by Krauthammer International, one of Europe's leading consulting, training and coaching companies. Krauthammer surveyed people representing a variety of industry sectors in researching the behaviour employees seek from their managers and, in return, experience.