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The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
growth team m e m b e rs h i p™
2011 Sales Leadership Priorities Survey Results
Americas
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . 2What is the Growth Team Membership™ . . . . . . 3Survey Purpose and Respondents . . . . . . . . . . . . . 4
External Factors Shaping Sales Leadership’s Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Key Sales Leadership Challenges . . . . . . . . . . . . . . 8
Sales Effectiveness and Practices . . . . . . . . . . . . . 12Sales Leadership Overarching Challenges . . . . . . 19
Respondent Demographics . . . . . . . . . . . . . . . . . 20
in cooperation with
®
2
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Key Internal Challenge Internal Challenge Root CauseThe challenge is identifying and qualifying high-potential prospects
The challenge’s root cause is staff limitations
Main External ChallengeThe challenge is adjusting to changes in customer buying behavior
Executive Summary
Resources Tools and Practices Social Media in SalesRespondents foresee little to no change in budgets or staffing in 2011
Respondents utilize traditional tools such as sales automation and customer relationship management software
Social media is typically used to identify and qualify leads
3
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
What is the Growth Team Membership™?
The Growth Team Membership™ (GTM) is a subscription program that supports executives within the functions reporting to the CEO.
GTM provides best practices, events, and services to enable executives to address internal challenges within their companies.
CorporateStrategy
Corporate Development
Marketing
CompetitiveIntelligence
MarketResearch
SalesLeadership
R&D/Innovation
Investors/Finance
CEO
SalesLeadership
Email us [email protected] Visit us online www.gtm.frost.com
CEO’s Growth Team™ GTM: Creating Client Value
GTM’s case-based best practices help executives:
Speed the design and implementation of initiatives by not reinventing the wheel
Save money and reduce risk by avoiding mistakes made by other companies
Accelerate problem solving with a cross-industry perspective
Improve their function/company’s performance and productivity
4
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Survey Purpose and Respondents
119survey
respondents
In Cooperation withSurvey PopulationMethodologyResearch Objective
To understand the most pressing external and internal challenges shaping sales executives’ 2011 planning .
Web-based survey platform Target respondents were Manager level and above sales executives from companies throughout North and Latin America .
®
5
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
External Factors Shaping Sales Leadership’s Strategies
6
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Sales strategies are driven by changes in clients’ purchasing behavior and product commoditization
Top Three External Factors
Survey Question: Please specify the Top Three external factors shaping your sales strategy in 2011 .
External Factor 1 Changes in customer buying behavior (14%)
External Factor 2 Product commoditization pressures (13%)
External Factor 3 Need for product and service innovation (14%)
7
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Challenges for Sales Leadership
Changes in customer buying behavior (73%)
Product commoditization pressures (77%)
External Factors Impact on Sales Leadership
Survey Question: Please indicate if the following factors present a challenge or an opportunity for your 2011 sales strategy .
Opportunities for Sales Leadership
Need for product and service innovation (93%)
8
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Key Sales Leadership Challenges
9
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Top Three Sales Leadership Challenges
Identifying and qualifying high-potential prospects
Challenge 1
Streamlining the sales process (accelerating the close)
Challenge 3
Responding to clients’ changing business environment and challenges within it
Challenge 2
10
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Challenge 1 Identifying and qualifying high-potential prospects (35%)
Challenge 2 Responding to clients’ changing business environment and challenges within it (12%)
Challenge 3 Streamlining the sales process [accelerating the close] (12%)
Challenge 4 Enhancing sales reps’ productivity [focus on highest value activities] (12%)
Challenge 5 Aligning the sales process with customers’ purchasing behavior (12%)
Sales leaderships’ challenges focus on identifying ways to improve effectiveness and become more customer-centric
Top Five Key Sales Leadership Challenges
Survey Question: Please indicate the top five functional challenges shaping your sales plans in 2011 .
11
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Challenge 1Identifying and qualifying high-potential prospects
Staff: Limited resources (50%)
Challenge 2Responding to clients’ changing business environment and challenges within it
Process: Lack of process (22%)
Challenge 3Streamlining the sales process (accelerating the close)
Process: Ineffective process (40%)
Challenge 4Enhancing sales reps’ productivity (focus on highest value activities)
Staff: Inadequate skills (22%)
Challenge 5Aligning the sales process with customers’ purchasing behavior
Process: Ineffective process (22%)
Sales challenges are predominantly caused by ineffective processes and staffing issues
Survey Question: Please indicate if the root cause of your top five functional challenges are—staff, process, technology/systems, or strategic alignment .
Root Cause of Top Five Sales Leadership ChallengesTop Five Sales Leadership Challenges
12
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Sales Effectiveness and Practices
13
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Sales Leadership Effectiveness and Practices Snapshot
Respondents rank their sales function’s effectiveness as “Above Average”
Sales tools are used primarily to increase sales force productivity
Respondents foresee no additional staffing in 2011
Respondents expect their budgets to increase moderately in 2011
14
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
7% 7%
38%48%
Sales executives consider their function’s effectiveness to be “Above Average”
Sales Leadership’s View of Its Effectiveness
Survey Question: Please assess the overall effectiveness of your sales function compared to those in other firms within your industry .
Above Average
Exceptional Below Average
Average
15
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
On average, distribution channels and partnerships account for approximately 30% of company sales
Sales by Partnerships
Survey Question: What percentage of your 2010 company sales were attributed to distribution channels or partnerships and alliances?
0%
25%
50%
32%
19%
16%
11%
22%
1 to 20% 21 to 40% 41 to 60% 61 to 80% 81 to 100%
30% is the median percentage of sales from distribution channels and partners .
16
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Respondents largely utilize traditional tools such as sales automation software
Primary Purpose of Technology and Practices
Survey Question: Please indicate the primary purpose for implementing each of the following technologies and practices:
Tool/Practice 1Sales Force Automation
Increase sales productivity (36%)
Tool/Practice 2Customer Relationship Management (CRM) Software
Improve information on customer needs (35%)
Tool/Practice 3Solution Selling Practices
Enable value-based selling to customers—focus on outcomes not price and features (37%)
Tool/Practice 4Sales Enablement and Productivity Tools
Do not use (33%)
Increase sales productivity (26%)
Tool/Practice 5Telepresence or Live Streaming Video Comm Capabilities
Do not use (38%)
Reduce cost of sale (14%)
Tool/Practice 6Social Media
Do not use (49%)
Improve information on customer needs (13%)
17
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Social media is used infrequently and usually for lead generation
Social Media in the Sales Cycle
Survey Question: Please indicate where social media is most useful with customers during the sales cycle:
0%
20%
40%
24%
12%
8%
1%
17%
37%
Identifying and Qualifying Leads
Presenting Solutions
Pinpointing Needs and Creating Awareness
Finalizing the Sale
Supporting an Ongoing Relationship
Do Not Use
18
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
18%
39%
6%
37%
20%
35%
36%
6%
2%
Sales executives foresee little to no increase in resources in 2011
Sales Leadership Staffing and Budgets 2011
Survey Question: In comparison to 2010, your 2011 staff and budget will:
Staffing
Budget
Stay the Same
Decrease Moderately
Increase Moderately
Stay the Same
Decrease Moderately
Decrease Substantially
Increase Substantially
Increase Substantially
Increase Moderately
19
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
The Growth Team Membership™ (GTM) is an annual subscription program that supports executives in Marketing, Sales Leadership, Corporate Strategy, Corporate Development, R&D/Innovation, Market Research, and Competitive Intelligence . GTM offers best practices research, events, and services to address the internal challenges executives face . Contact us at GTMResearch@frost .com .
Overarching Challenges Sample Solutions from the Growth Team Membership
High-Potential Prospects
Sales executives must identify ways to focus activities on high-potential prospects and align the sales process to customer purchasing behavior .
Learn how Farmers Insurance uses a Consumer Lifetime Value (CLTV) model—the revenue a customer generates during their lifetime with the company—to pursue sales and marketing strategies based on the monetary value of each customer .
Value-Based Selling
Sales executives need to implement a value-based selling approach that emphasizes solutions over features and pricing .
Learn how Energy Company* evaluated the sales process and sales force’s capabilities before implementing a sales effectiveness program that conveys value beyond price .
* Energy Company is a pseudonym .
Distribution Channel Partners
Companies tend to rely heavily on distribution channels for sales . However, due to changes in customer purchasing behavior, Sales needs to ensure that distribution channels are still meeting its needs .
Learn how our Distribution Channel Optimization toolkit helps you conduct an unbiased evaluation of your company’s current distribution channels and partners on their effectiveness in reaching customers and ability to differentiate your organization from the competition .
The Top Overarching Challenges Affecting Sales Executives what’s keeping sales executives up at night in 2011?
20
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Respondent Demographics
21
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Respondent Demographics
Survey Question: Please indicate the type of enterprise best represents your company .
N = 116
N = 116N = 117
Enterprise Type Business Model
Company Revenue
7%
24%
69%
19%
76%
5%
Public
Hybrid Company
Private
B-to-B Company
Venture Capital
0%
30%
60% 59%
10% 10%15%
5%
Below $100 Million
$100 Million to $499.99 Million
$500 Million to $999.99 Million
$1 Billion to $11 Billion
More than $11 Billion
B-to-C Company
22
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 survey resultsgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Respondent Demographics: Top Five Participating Industries
Survey Question: Please indicate which industry categories best describe your company (check all that apply .)
Aerospace and Defense
Information and Communication Technologies
Automotive and Transportation
Professional Services
Healthcare and Life Sciences
0% 20% 40%
35%
23%
21%
18%
17%