The term Business Intelligence was first used by Mr. Richard Miller Devens back in 1865…

Over a century and a half companies have been using information to improve their position in the marketplace. With the advances in technology, more specifically the internet and affordable computers, the demand for Commercial Intelligence [CI] has grown dramatically.

As with any growth, obstacles present themselves.
In the case of CI the main obstacles can be summed up by  (but are not limited to): ROI, Accessibility, Bad Data.

Though the obstacles are understandable, one needs to be pragmatic about them.

The cost of CI today is limited to your willingness to make small investments—some hard-ware, a couple of software licenses and a clear understanding that expectations need to be realistic…
Accessibility to data can be cumbersome, most frequently issues are created due to oversight when setting up the foundation of a system…

Blaming Bad Data is as easy as blaming a the rock that you bumped your toe against—what do you expect? Data is inanimate, it is vast and complicated and more then often it is misinterpreted leading to apples being compared to oranges…

A sales manager ones said that it was their goal to personally hit the target. There is an I in Team…



There is nothing more frustrating then having a sales team that feels under-appreciated.

A manager, in any field, should only focus on one thing: their team. The team, in turn, needs to focus on excelling in their roles.
However, what happens when roles or functions aren’t clearly identified? Who is the stakeholder of which aspect of the corporate mission?

Having a clear understanding of the mission statement is critical to path the road to success. Along the way it is up to the Sales Management to create strategies, processes and programs, then aligning these internally with staff capabilities and process bottlenecks.

Ones in place, what remains is training and coaching.
Sounds easy enough… if it only weren’t that complex. 



Change has been happening since the dawn of time, and those who resisted were left behind…

What do Nokia, Kodak and Blockbuster all have in common? They failed to evolve, to change, when their respective markets did.

Needles to say that there is a natural cycle of change all around us: with each season fashion brands launch new clothing.
What about technological devices which have completely altered our productivity, both in a quantitative and qualitative way?

Yet change is not as easy as counting 1-2-3, especially not for companies.

In order to implement change it is crucial to understand the hybrid relationship between departments, the cultural differences between regions and on and on.