The purpose of a sales force is to bring a company’s value proposition—its “deal”—to customers. That value proposition results in the development of a company’s “go-to-market” strategy, how it will implement that plan. Central to that activity can be a direct sales force, people who meet face-to-face with customers, a typical approach with complex and expensive equipment. For simple products, a catalog or store can suffice, and today even a simple website will do. In 1914, ITR’s and Hollerith’s products were complicated, and so one had to make a clear case about why customers should buy them.
There was considerable consistency across the decades about IBM’s value proposition. Watson explained to a new batch of executives that, “We are furnishing merchants, manufacturers and other businessmen with highly efficient machines which save them money.” For the larger IBM community, he followed with, “That is why we are going to make more money for this business.” He spoke about how IBM created value. By 1920, Watson was preaching that the way to accomplish C-T-R’s goals was “to serve better industry’s vital requirements—the need to conserve time, motions and money.” He introduced a signature for IBM sales literature, too, that delivered a sound-bite value proposition used for decades: “Speed, Accuracy, and Flexibility.”