2012 Asia Pacific Sales Leadership Priorities Survey Report

growth team m e m b e r s h i p™ 1 asia pacific Productivity, Lead Generation, and Social Selling 2012 sales leadership priorities survey results TWEET ABOUT THE SURVEYS #2012priorities Co-Sponsor ®The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.

growth team m e m b e r s h i p™ 2012 survey results 2 CONTENTS Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 INTRO Survey Purpose and Respondents . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 What is the Growth Team Membership™ . . . . . . . . . . . . . . . . . . . . . . . . .5 Sales Leadership Overarching Challenges . . . . . . . . . . . . . . . . . . . . . . . . .6 SECTION 1 Key Sales Leadership Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 SECTION 2 Sales Leadership Resource Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 SECTION 3 Special Interest Topic: Tools and Social Media . . . . . . . . . . . . . . . . . . . . . . 17 SECTION 4 Respondent Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.

growth team m e m b e r s h i p™ 2012 survey results Introduction 3 Sales Leadership Survey Executive Summary SECTION 1: Key Sales Leadership Challenges Key Internal Challenge Key Internal Challenge Root Cause Implementing lead generation strategies Insufficient personnel SECTION 2: Sales Leadership Resource Trends Budgets Resources Sales typically has an annual budget under $1 million ($USD) Budgets and staffing levels will stay the same in 2012 SECTION 3: Tools and Social Media Social Media in the Sales Cycle Top Social Media Platforms LinkedIn Uses Social media is used to pinpoint needs and LinkedIn is the primary social media platform Sales executives use LinkedIn to improve create awareness used in sales activities information on customer needs and demonstrate topical expertiseThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Introduction 4 Survey Purpose and Respondents 102 survey respondents Research Objective Methodology Survey Population Co-Sponsor To understand the most pressing Web-based survey platform Manager-level and above sales challenges shaping sales executives’ executives from companies ® 2012 planning throughout Asia PacificThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Introduction 5 What is the Growth Team Membership™? GTM is a subscription program that supports executives GTM provides best practices, events, and services that enable within the functions that report to the CEO executives to address challenges within their companies CEO’s Growth Team™ GTM: Creating Client Value GTM’s case-based best practices help executives: R&D/ Innovation Corporate Sales Sales Strategy Leadership Leadership Speed the design and implementation of initiatives by not reinventing the wheel Marketing CEO Corporate Development Save money and reduce risk by avoiding mistakes made by other companies Investors/ Market Finance Research Accelerate problem-solving with a cross‑industry perspective Competitive Intelligence Improve their functions’ and companies’ performance and productivity GTMresearch@frost.com www.gtm.frost.com twitter.com/Frost_GTM slideshare.net/FrostandSullivanThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Introduction 6 What’s Keeping Sales Executives Up at Night in 2012? Sales Leadership Overarching Challenges Sample Solutions from GTM Customer Focus Sales executives must increase their familiarity with Learn how Tandberg* made customer segmentation the foundation clients so they can respond to changes in customers’ of its customer-centric business model. decision-making behavior and needs. Distribution Channel Partners Companies tend to rely on distribution channels for sales. However, due to changes in customer Learn how our Distribution Channel Optimization toolkit helps you purchasing behavior, Sales must verify whether evaluate your distribution channels’ ability to reach customers and distribution channels are still meeting the differentiate your value proposition from the competition. company’s needs. Social Media and Sales Sales executives already have a presence in social media (through their activities on LinkedIn) but often Learn how Cisco developed a Center of Excellence to serve as a struggle with establishing a branded presence and company-wide resource for best practices in social media. engaging customers. * Tandberg is now a part of Cisco Systems Inc. Contact us at GTMResearch@frost.com.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results 7 INTRO SECTION 1 Key Sales Leadership Challenges SECTION 2 SECTION 3 SECTION 4The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Section 1 8 Top Five Key Sales Leadership Challenges Challenge 1 Implementing lead generation strategies (16%) Enhancing sales reps’ productivity (focusing on the highest-value Challenge 2 activities) (19%) Responding to pricing pressures from competitors, the market, and Challenge 3 customers (16%) Leveraging tools/solution to foster team collaboration, productivity, Challenge 4 and performance (e.g., tablet and mobile devices, CRM, software applications) (17%) Challenge 5 Streamlining the sales process (15%) Note: The respondents were asked to rank their top five challenges. The percentage values indicate how many respondents listed that particular challenge as their first through fifth challenge. SURVEY QUESTION: What are the top five functional challenges shaping your sales strategy?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Section 1 9 The root cause of Sales’ challenges run the gamut of people, process, and technology Top Five Sales Leadership Challenges Root Cause of Top Five Sales Leadership Challenges Challenge 1 Implementing lead generation strategies Staff: Limited resources (33%) Enhancing sales reps’ productivity Staff: Limited resources (30%) Challenge 2 (focusing on the highest-value activities) Staff: Inadequate skills (30%) Responding to pricing pressures from Challenge 3 Process: Ineffective process (20%) competitors, the market, and customers Leveraging tools/solution to foster team collaboration, productivity, and Technology/Systems: Inadequate/outdated Challenge 4 performance (e.g., tablet and mobile technology (38%) devices, CRM, software applications) Strategic Alignment: Lack of common Challenge 5 Streamlining the sales process objectives (50%) SURVEY QUESTION: Please indicate the root cause—staff, process, technology/systems, or strategic alignment—of your top five sales leadership challenges.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results 10 INTRO SECTION 1 SECTION 2 Sales Leadership Resource Trends SECTION 3 SECTION 4The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Section 2 11 The majority of sales budgets are below $3 million ($USD) 2012 Sales Budget revenue sources 30% On average, distribution channels and partners account for 15% of 27% companies’ revenue. SURVEY QUESTION : What percentage of your 2011 company sales were 24% attributed to distribution channels or partnerships and alliances? 20% 15% 14% 11% 10% 9% 0% Below $1 Million $1 Million to $3 Million to $5 Million to $10 Million to $20 Million $2.99 Million $4.99 Million $9.99 Million $19.99 Million or more SURVEY QUESTION: hich of the above ranges (in $USD) best describes your 2012 total sales budget (all expenditures on sales activities and W general & administrative—including staff).The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Section 2 12 Sales executives foresee little to no increase in resources for 2012 Sales Staffing Changes and Budget Changes Staffing Budget Decrease Substantially 2% Decrease Substantially Decrease Moderately Increase Substantially Decrease Moderately Increase Substantially 4% 9% 6% 11% 17% 29% Increase Moderately 38% Stay the Same 49% 35% Stay the Same Increase Moderately SURVEY QUESTION: In comparison to 2011, your 2012 sales staffing and budget will…The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Section 2 13 Most sales executives rate their function’s effectiveness “Above Average” Sales Effectiveness Exceptional Below Average 9% 7% 38% Average 46% Above Average SURVEY QUESTION: How would you rate the performance or effectiveness of your function compared to others within your industry?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results 14 INTRO SECTION 1 SECTION 2 SECTION 3 Special Interest Topic: Tools and Social Media SECTION 4The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Section 3 15 Few sales executives report using social media tools in their sales activities Tools & Social Media Purpose 100% Use Tele-presence and/or Live Streaming Video Increase sales productivity (51%) 39% Use Social media CRM (e.g., Nimble) Improve information on customer needs (32%) 20% Use Social media dashboard to manage individual activity (e.g., Hootsuite) Increase sales productivity (30%) Gather information on customer needs (30%) 19% Use Social media dashboard to manage team activity (e.g., MediaFunnel) Increase sales productivity (33%) 14% Use Social media monitoring (e.g., Radian 6) Increase sales productivity (43%) SURVEY QUESTION: What is your company’s primary purpose for using each of the above tools?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Section 3 16 Respondents employ social media to pinpoint needs and create awareness Use of Social Media in the Sales Cycle Use Social 98% Media Pinpointing Supporting an Identifying and needs and creating Presenting solutions Finalizing the sale ongoing qualifying leads awareness relationshipUse Social Media 25% 32% 7% 7% 29% SURVEY QUESTION: During which stage of the sales cycle do you find social media most useful?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Section 3 17 The majority of sales executives use LinkedIn as their primary social media platform Top Three Social Media Platforms Used throughout the Sales Cycle LinkedIn (69%) Facebook (33%) Twitter (46%) SURVEY QUESTION: Please list the top three social media platforms (e.g., LinkedIn, Twitter, SlideShare) you use in your sales efforts.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Section 3 18 Sales executives use LinkedIn to increase their knowledge on customer needs and to demonstrate their topical expertise Use of Specific LinkedIn Activities Actively participate in special Create/moderate special Conduct individual searches Join special interest groups interest groups interest group(s) 59% 66% 47% 29% Yes Yes Yes Yes Primary Purpose: Primary Purpose: Primary Purpose: Primary Purpose: Improve information on Improve information on Demonstrate topical Demonstrate topical customer needs (38%) customer needs (38%) expertise (35%) expertise (50%) SURVEY QUESTION: For what purpose do you use the above LinkedIn activities in your sales efforts?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Section 3 19 The majority of respondents’ CRM systems Most sales executives conduct do not capture social media activity predictive analytics internally Customer Relationship Management (CRM) Capture of Social Media Activity Approach to Predictive Analytics 52% 31% 17% Do Not Use 44% 48% Conduct Internally Yes No Do Not Use 8% Combination of Internal and External Efforts SURVEY QUESTION: hich of the above best describes your approach W SURVEY QUESTION: oes your company’s CRM (Customer Relationship D to predictive analytics (the analysis of customer Management) system capture your social media behavioral data to identify patterns and provide efforts? insights for customer interactions)?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results 20 INTRO SECTION 1 SECTION 2 SECTION 3 SECTION 4 Respondent DemographicsThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Section 4 21 Respondent Demographics Enterprise Type Business Model Government/Public Sector 1% Venture Capital B-to-C The majority of the Hybrid 3% Company respondents come from 7% Public (Indirect) B-to-B companies. 26% 36% 61% 53% 13% B-to-C Private Company B-to-B (Direct) Company The majority of the N = 102 N = 100 respondents come from privately held companies. Company Revenue 60% 36% 30% 24% 16% 14% 10% 0% N = 99 Below $100 Million to $500 Million to $1 Billion to More than $100 Million $499.99 Million $999.99 Million $11 Billion $11 Billion SURVEY QUESTION: Please indicate the type of enterprise, business model, and revenue ($USD) that best represents your company.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

growth team m e m b e r s h i p™ 2012 survey results Section 4 22 Respondent Demographics: Top Five Participating Industries Energy and Power Systems 22% Electronics and Security 22% Chemicals, Materials, and Food 22% Automotive and Transportation 23% Healthcare and Life Sciences 25% 0% 20% 40% N = 102 SURVEY QUESTION: Please indicate which industry categories best describe your company (check all that apply).The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.

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2012 Asia Pacific Sales Leadership Priorities Survey Report

by Frost & Sullivan on Jun 20, 2012

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