Sales Distribution Business

The founder of this company was tired of being the primary productive and motivating factor for the sales effort of the company. After an analysis of the company, it became clear that the founder was looking for a clone of himself to appear and run the company. Not seeing that person, he was not delegating and not training employees.

The founder created a list of things that he had to do each month for the company to survive. Then he agreed to use the present staff he had to do those things without his direct involvement. After some difficulties and replacement of one staff member, he found that he could delegate away his tasks. He was able to see that even though he delegated, he was still in control through a reporting system and measurement of performance metrics.

Two years later, after implementation of a succession plan providing for an inside sale, the founder was retired and in the process of being bought out of the company by the staff, who by now were successfully running the company.