The ad sales of a journal are scanty and there is no sign of improvement. Together with executives and sales staff, a three-month sales offensive is planned and implemented. The goal is to exceed the sales plan by up to 50 per cent during the months of the offensive. All usual procedures from contact planning to success controlling are suspended – 12 weeks of “hard selling” begin. The adjustment to the new organization works very well and the final evaluation shows that sales have increased by 38 per cent compared to the plan. And of course, the company can really be very proud of that.