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Lead Generation and Customer Focus Strategies - 2012 Sales Leadership Priorities Survey Results
 

Lead Generation and Customer Focus Strategies - 2012 Sales Leadership Priorities Survey Results

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Results and analysis of the lead generation and customer focus strategies from the 2012 sales leadership priorities survey conducted in Europe.

Results and analysis of the lead generation and customer focus strategies from the 2012 sales leadership priorities survey conducted in Europe.

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    Lead Generation and Customer Focus Strategies - 2012 Sales Leadership Priorities Survey Results Lead Generation and Customer Focus Strategies - 2012 Sales Leadership Priorities Survey Results Presentation Transcript

    • growth team m e m b e r s h i p™ 1 global Lead Generation and Customer Focus Strategies 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 2012 budgets will increase moderately, and staffing levels will remain constant SECTION 3: Tools and Social Media Social Media in the Sales Cycle Top Social Media Platforms LinkedIn Uses Social media is primarily used during the lead LinkedIn is the primary social media platform Sales executives use LinkedIn to gather identification and qualification phases for sales activities information on customer needs and boost brand recognitionThe 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 564 survey respondents Research Objective Methodology Survey Population Co-Sponsor To understand the most pressing Web-based survey platform Manager level and above sales external and internal challenges executives from companies globally ® shaping sales executives’ 2012 planningThe 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 Lead Generation Strategies Sales executives are struggling with identifying and Learn how Kronos developed a demand management strategy to qualifying high-potential leads and need a strategy for provide Sales with high-quality, actionable leads. improving the overall demand generation process. Customer Focus Sales executives must increase their familiarity with Learn how Tandberg made customer segmentation the foundation of clients so they can respond to changes in their its customer-centric business model. customers’ decision-making behavior and needs. Distribution Channel Partners Companies tend to rely heavily on distribution Learn how our Distribution Channel Optimization toolkit helps you channels for sales. However, due to changes in evaluate your distribution channels’ ability to reach customers and customer purchasing behavior, Sales must ensure that differentiate your value proposition from the competition. distribution channels are still meeting its needs. 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 (15%) Aligning the sales process with customers’ decision-making behavior Challenge 2 (13%) Enhancing sales reps’ productivity [focusing on the highest-value Challenge 3 activities] (13%) Challenge 4 Integrating win/loss analysis with sales strategies (9%) Responding to pricing pressures from competitors, the market, and Challenge 5 customers (11%) 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 Respondents in B-to-B companies are focused on productivity, while respondents in B-to-C companies are focused on reacting to changes in the business environment Top Five Sales Leadership Challenges (By Business Model) B-to-B B-to-C Responding to pricing pressures from Challenge 1 Implementing lead generation strategies (19%) competitors, the market, and customers (15%) Aligning the sales process with customers’ Responding to pricing pressures from Challenge 2 decision-making behavior (14%) competitors, the market, and customers (18%) Leveraging tools/solutions to foster team Enhancing sales reps’ productivity [focusing on collaboration, productivity, and performance Challenge 3 the highest-value activities] (15%) [e.g., tablet and mobile devices, CRM, software applications] (11%) Identifying and responding to clients’ changing Challenge 4 Streamlining the sales process (10%) needs (13%) Integrating win/loss analysis with sales Integrating win/loss analysis with sales Challenge 5 strategies (10%) strategies (10%) 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.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 10 Sales challenges are attributed to limitations in staff and processes Top Five Sales Leadership Challenges Root Cause of Top Five Sales Leadership Challenges Challenge 1 Implementing lead generation strategies Staff: Limited resources (40%) Aligning the sales process with Challenge 2 Process: Ineffective process (26%) customers’ decision-making behavior Enhancing sales reps’ productivity Challenge 3 Staff: Limited resources (26%) [focusing on the highest-value activities] Integrating win/loss analysis with sales Challenge 4 Process: Inadequate communication (23%) strategies Strategic Alignment: Lack of common Responding to pricing pressures from objectives (19%) Challenge 5 competitors, the market, and customers Staff: Lack of knowledge (19%) 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 11 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 12 Most sales departments have budgets under $1 million 2012 Sales Budgets (By Business Model) 40% 30% 31% 30% 29% F 25% 24% F The red percentages are 18% 20% 20% 19% for all respondents. 18% F 10% 9% 11% 9% 11% 10% 10% F 9% 9% 8% F F 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 All Companies B-to-B Companies B-to-C Companies SURVEY QUESTION:  hich of the following ranges (in $USD) best describes your 2012 total sales budget (all expenditures on sales activities and general and W 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 13 B-to-B companies attribute a greater percentage of revenue to distribution channels or partners Percent of Revenue Attributed to Distribution Channels and Partners (By Business Model) 20% 20% 20% 10% 10% 0% All Companies B-to-B Companies B-to-C Companies SURVEY QUESTION: What percentage of your 2011 company sales were attributed to distribution channels or partnerships and alliances?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 14 Respondents foresee little to no staffing increases in 2012 Sales Staffing Changes (By Business Model) All Companies B-to-B Companies Decrease Substantially 2% Increase Substantially Decrease Substantially 2% Increase Substantially Decrease Moderately Decrease Moderately 7% 9% 7% 7% 38% Increase Moderately 41% Increase Moderately 44% 43% Stay the Same Stay the Same B-to-C Companies Decrease Substantially 3% Increase Substantially Decrease Moderately 7% 10% 37% Increase Moderately 43% Stay the Same SURVEY QUESTION: In comparison to 2011, your 2012 sales staffing 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 15 Sales executives expect moderate budget increases in 2012 Sales Budget Changes (By Business Model) All Companies B-to-B Companies Decrease Substantially 1% Decrease Substantially 3% Decrease Moderately Increase Substantially Decrease Moderately Increase Substantially 9% 8% 17% 14% Stay the Same 31% 30% Stay the Same 42% 45% Increase Moderately Increase Moderately B-to-C Companies Decrease Substantially 1% Decrease Moderately Increase Substantially 7% 20% Stay the Same 32% 40% Increase Moderately SURVEY QUESTION: In comparison to 2011, your 2012 sales 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 16 B-to-C companies are more likely to rate sales’ effectiveness as “Above Average” Sales Effectiveness (By Business Model) All Companies B-to-B Companies Exceptional Below Average Exceptional Below Average 7% 8% 9% 7% 36% Average 39% Average 49% Above Average 45% Above Average B-to-C Companies Exceptional Below Average 4% 8% 34% Average Above Average 54% 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 17 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 18 Respondents primarily use virtual and social media tools to increase sales productivity and improve information on customer needs Tools & Social Media Purpose (By Business Model) All Companies B-to-B Companies B-to-C Companies Tele-presence and/or Live 100% Use 100% Use 100% Use Streaming Video Increase sales productivity (55%) Increase sales productivity (53%) Increase sales productivity (59%) 43% Use 43% Use 29% Use Improve information on Social media CRM (e.g., customer needs (24%) Nimble) Increase sales productivity (28%) Increase sales productivity (34%) Enable value-based selling to customers—focus on outcomes, not price and features (24%) Social media dashboard 10% Use 22% Use 17% Use to manage individual Improve information on Improve information on activity (e.g., Hootsuite) Reduce sales cycle time (40%) customer needs (44%) customer needs (50%) Social media dashboard 18% Use 20% Use 12% Use to manage team activity (e.g., MediaFunnel) Increase sales productivity (45%) Increase sales productivity (41%) Increase sales productivity (5%) 18% Use 21% Use 14% Use Social media monitoring (e.g., Radian 6) Improve information on Improve information on Boost customer satisfaction and customer needs (28%) customer needs (32%) loyalty (27%) 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 19 Sales executives are using social media to identify and qualify leads Use Social Media in the Sales Cycle (By Business Model) All Companies B-to-B Companies B-to-C Companies Use Social Use Social Use Social 54% Media 57% Media 50% Media Identifying and Pinpointing needs and Supporting an Presenting solutions Finalizing the sale qualifying leads creating awareness ongoing relationship All Companies 45% 23% 6% 3% 23%B-to-B Companies 46% 26% 5% 2% 21%B-to-C Companies 36% 21% 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 20 LinkedIn is the primary platform for social media in sales Top Three Social Media Platforms Used During Sales (By Business Model) All Companies B-to-B Companies B-to-C Companies LinkedIn (69%) LinkedIn (71%) LinkedIn (69%) LinkedIn (69%) Twitter (35%) Facebook (28%) Facebook (17%) Facebook (18%) Twitter (27%) 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 21 Respondents use LinkedIn to improve their understanding of customer needs and boost brand recognition Use of Specific LinkedIn Activities Actively participate in special Create/moderate special Conduct individual searches Join special interest groups interest groups interest group(s) Yes 65% 72% 57% 36% Yes Yes Yes Primary Purpose: Primary Purpose: Primary Purpose: Primary Purpose: Improve information on Improve information on Boost brand recognition (39%) Boost brand recognition (40%) customer needs (39%) customer needs (43%) 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 22The majority of respondents are not exploring the full capacity of LinkedIn to promote company recognition Use of Specific LinkedIn Activities (By Business Model) Conduct individual Actively participate in Create/moderate special Join special interest groups searches special interest groups interest group(s) Yes B-to-B 66% 73% 58% 37%Companies Yes Yes Yes Primary Purpose: Primary Purpose: Primary Purpose: Primary Purpose: Improve information on Improve information on Demonstrate topical Boost brand recognition customer needs (32%) customer needs (41%) expertise (36%) (41%) Yes B-to-CCompanies 62% 72% 55% Yes 33% Yes Yes Primary Purpose: Primary Purpose: Primary Purpose: Primary Purpose: Improve information on Improve information on Demonstrate topical Boost brand recognition customer needs (52%) customer needs (46%) expertise (46%) (30%) Demonstrate topical expertise (30%) 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 23 The majority of CRM systems do not capture the sales force’s social media activities Customer Relationship Management (CRM) Capture of Social Media Activity (By Business Model) All Companies B-to-B Companies 55% 58% 31% 25% 14% 17% Yes No Do Not Use Yes No Do Not Use B-to-C Companies 50% 41% 9% Yes No Do Not Use SURVEY QUESTION:  oes your company’s CRM (Customer Relationship Management) system capture your social media efforts? DThe 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 24 Most respondents are not using predictive analytics in their sales processes Approach to Predictive Analytics (By Business Model) All Companies B-to-B Companies Conduct Internally Conduct Internally 29% 30% 51% Do Not Use 49% Do Not Use 4% 3% Outsource to Vendor Outsource to Vendor 16% 18% Combination of Internal Combination of Internal and External Efforts and External Efforts B-to-C Companies Conduct Internally 29% Do Not Use 58% 4% Outsource to Vendor 9% Combination of Internal and External Efforts SURVEY QUESTION:  hich of the above best describes your approach to predictive analytics (the analysis of customer behavioral data to identify patterns and W provide 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 25 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 26 Respondent Demographics Enterprise Type Business Model Government/Public Sector Venture Capital 1% 1% Not for Profit B-to-C The majority of the Hybrid 3% Company 5% respondents come from (Indirect) B-to-B companies. Public 20% 34% B-to-C Company 11% (Direct) 69% Private 56% B-to-B The majority of the Company respondents come from privately held N = 522 N = 513 companies. Company Revenue 60% 39% 30% 20% 20% 12% 9% 0% N = 513 Below BelowMillion $100 $100 Million to $100 Million to $500 Million to $1$1 Billion to Billion to $11 More More$11 Billion than than $100 Million $499.99 Million $499.99 Million $999.99 Million $11 Billion Billion $11 Billion SURVEY QUESTION: Please indicate the type of enterprise, business model, and revenue 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 27 Respondent Demographics: Region and Top Five Participating Industries Region Industries Other Middle East 1% Africa 3% 3% Chemicals, Materials, Europe 22% and Food 22% Automotive and 25% Transportation 53% 20% Healthcare and Life 27% Sciences Asia Pacific Americas Energy and Power N = 494 29% Systems Information and Communication 31% Technologies 0% 20% 40% N = 494 SURVEY QUESTION: Please indicate which region you are located in and 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.