United Airlines late last month replaced its worldwide sales strategy and sales operations groups with new sales and distribution departments. The changes, including a general head count reduction, came two years after the airline launched a "strategic sales transformation."
"Consistent with the progressive strategic sales transformation (SST) goal of making this sales team the best it can be, I am today announcing a structure change to the worldwide sales team that will better align our work here at worldwide headquarters (WHQ) in support of the field and our customers," wrote United senior vice president of worldwide sales and alliances Graham Atkinson, in a May 26 memo obtained by The Beat.
The B2B Products & Channels group "has been designed to increase our focus on product management and the analysis/management of the North America and international corporate and travel management company channels," according to Atkinson. David Anderson, currently at TAP Pharmaceuticals, was named managing director of the group. He previously served as a senior manager at ZS Associates, a firm that helped United remake its sales organization in 2004 and 2005. Anderson is the second ZS executive to join United's sales leadership team, following Jeffrey Foland, who became United vice president of North America sales in Feb. 2005.
Those reporting to Anderson include David Leib, director of the "North America Corporate Channel;" Karen Soich, director of the "North America TMC Channel;" and Trevor Gibson, director of the "International SST and Channels."
The Distribution and WHQ Analysis group is charged with "advancing our distribution initiatives and cross-functional projects," and also covers international sales operations, Atkinson wrote. United named Peter Hammer as group director. Both Hammer and Anderson report to Atkinson.
Meanwhile, Atkinson explained that "the North America Sales Operations team will report directly into North America sales, providing a more direct alignment with the field organization." United appointed Patti Chaplinski director of North America Sales Operations, reporting to Foland. The airline also asked Sean Burke to lead United's "North America incentive compensation, goal setting and alignment management programs." Atkinson described those aspects of the department as having "immediate, critical importance to the success of our organization."
With the elimination of his department, former managing director of worldwide sales strategy Scott Brandt is evaluating opportunities inside and outside the company.
"The WHQ organization was created to design and execute the comprehensive SST work-plan and to start us successfully down our path toward sales excellence," Atkinson said. "And the organization has successfully achieved this mission."
Even so, some have criticized United's sales organization, which has undergone several changes in leadership and corporate sales strategies since the beginning of the decade. "They need this," said one travel management consultant, regarding the sales overhaul. "It has been apparent for some time that the sales and account organization had to be upgraded. As airline contracting and negotiating became more complex over the past few years, that organization has not been up to the task."
"Consistent with the progressive strategic sales transformation (SST) goal of making this sales team the best it can be, I am today announcing a structure change to the worldwide sales team that will better align our work here at worldwide headquarters (WHQ) in support of the field and our customers," wrote United senior vice president of worldwide sales and alliances Graham Atkinson, in a May 26 memo obtained by The Beat.
The B2B Products & Channels group "has been designed to increase our focus on product management and the analysis/management of the North America and international corporate and travel management company channels," according to Atkinson. David Anderson, currently at TAP Pharmaceuticals, was named managing director of the group. He previously served as a senior manager at ZS Associates, a firm that helped United remake its sales organization in 2004 and 2005. Anderson is the second ZS executive to join United's sales leadership team, following Jeffrey Foland, who became United vice president of North America sales in Feb. 2005.
Those reporting to Anderson include David Leib, director of the "North America Corporate Channel;" Karen Soich, director of the "North America TMC Channel;" and Trevor Gibson, director of the "International SST and Channels."
The Distribution and WHQ Analysis group is charged with "advancing our distribution initiatives and cross-functional projects," and also covers international sales operations, Atkinson wrote. United named Peter Hammer as group director. Both Hammer and Anderson report to Atkinson.
Meanwhile, Atkinson explained that "the North America Sales Operations team will report directly into North America sales, providing a more direct alignment with the field organization." United appointed Patti Chaplinski director of North America Sales Operations, reporting to Foland. The airline also asked Sean Burke to lead United's "North America incentive compensation, goal setting and alignment management programs." Atkinson described those aspects of the department as having "immediate, critical importance to the success of our organization."
With the elimination of his department, former managing director of worldwide sales strategy Scott Brandt is evaluating opportunities inside and outside the company.
"The WHQ organization was created to design and execute the comprehensive SST work-plan and to start us successfully down our path toward sales excellence," Atkinson said. "And the organization has successfully achieved this mission."
Even so, some have criticized United's sales organization, which has undergone several changes in leadership and corporate sales strategies since the beginning of the decade. "They need this," said one travel management consultant, regarding the sales overhaul. "It has been apparent for some time that the sales and account organization had to be upgraded. As airline contracting and negotiating became more complex over the past few years, that organization has not been up to the task."
