Responding to Customer Needs and External Pressures - 2012 Sales Leadership Priorities Survey Results

799 views
706 views

Published on

Results and analysis of improving productivity and customer focus from the 2012 sales leadership priorities survey conducted in Europe.

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
799
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
7
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Responding to Customer Needs and External Pressures - 2012 Sales Leadership Priorities Survey Results

  1. 1. growth team m e m b e r s h i p™ 1 europe Responding to Customer Needs and External Pressures 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.
  2. 2. 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.
  3. 3. 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 Responding to pricing pressures from competitors, the market, Insufficient personnel and customers SECTION 2: Sales Leadership Resource Trends Budgets Resources Sales typically has an annual budget under $1 million Budgets and staffing levels will increase moderately in 2012 SECTION 3: Tools and Social Media Social Media in the Sales Cycle Top Social Media Platforms LinkedIn Uses Social media is used during the lead LinkedIn is the primary social media platform Sales executives use LinkedIn to collect identification and qualification phase used in sales activities information on customer needsThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  4. 4. growth team m e m b e r s h i p™ 2012 survey results Introduction 4 Survey Purpose and Respondents 106 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 EuropeThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  5. 5. 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.
  6. 6. 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 of clients so they can respond to changes in customers’ 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. Contact us at GTMResearch@frost.com.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  7. 7. 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.
  8. 8. growth team m e m b e r s h i p™ 2012 survey results Section 1 8 Top Five Key Sales Leadership Challenges Responding to pricing pressures from competitors, the market, and Challenge 1 customers (19%) Aligning the sales process with customers’ decision-making behavior Challenge 2 (16%) Challenge 3 Identifying and responding to clients’ changing needs (12%) Enhancing sales reps’ productivity [focusing on the highest-value Challenge 4 activities] (12%) Challenge 5 Employing actionable customer feedback mechanisms (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. 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.
  9. 9. growth team m e m b e r s h i p™ 2012 survey results Section 1 9 Problems in staffing and process are responsible for sales executives’ top challenges Top Five Sales Leadership Challenges Root Cause of Top Five Sales Leadership Challenges Responding to pricing pressures from Challenge 1 Staff: Limited resources (33%) competitors, the market, and customers Aligning the sales process with Challenge 2 Process: Lack of process (22%) customers’ decision-making behavior Identifying and responding to clients’ Staff: Limited resources (33%) Challenge 3 changing needs Staff: Lack of knowledge (33%) Enhancing sales reps’ productivity Challenge 4 Staff: Lack of knowledge (34%) [focusing on the highest-value activities] Employing actionable customer feedback Challenge 5 Process: Lack of process (50%) mechanisms 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.
  10. 10. 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.
  11. 11. growth team m e m b e r s h i p™ 2012 survey results Section 2 11 Most sales budgets are below $1 million 2012 Sales Budget revenue sources 40% On average, distribution channels and partners account for 20% of companies’ revenue 34% SURVEY QUESTION : What percentage of your 2011 company sales were attributed to distribution channels or partnerships and alliances? 30% 27% 20% 15% 12% 10% 9% 3% 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.
  12. 12. growth team m e m b e r s h i p™ 2012 survey results Section 2 12 Sales executives expect moderate staffing and budget increases in 2012 Sales Staffing Changes and Budget Changes Staffing Budget Decrease Substantially Decrease Substantially Increase Substantially 3% Increase Substantially Decrease Moderately Decrease Moderately 7% 10% 10% 6% 12% 37% 40% Increase Moderately 32% Stay the Same 43% 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.
  13. 13. growth team m e m b e r s h i p™ 2012 survey results Section 2 13 Most respondents rated their functions’ effectiveness as “Average” Sales Effectiveness Exceptional Below Average 12% 10% 32% 43% Average 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.
  14. 14. 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.
  15. 15. 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 (69%) 29% Use Social Media CRM (e.g., Nimble) Boost customer satisfaction and loyalty (27%) Improve information on customer needs (27%) 13% Use Social Media dashboard to manage individual activity (e.g., Hootsuite) Increase sales productivity (57%) 17% Use Social Media dashboard to manage team activity (e.g., MediaFunnel) Increase sales productivity (44%) 16% Use Social media monitoring (e.g., Radian 6) Boost customer satisfaction and loyalty (38%) Increase sales productivity (38%) 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.
  16. 16. growth team m e m b e r s h i p™ 2012 survey results Section 3 16 Respondents who employ social media, primarily use it to identify and qualify leads Use of Social Media in the Sales Cycle Use Social 43% Media Identifying and Pinpointing needs and Supporting an Presenting solutions Finalizing the sale qualifying leads creating awareness ongoing relationshipUse Social Media 57% 14% 0% 5% 24% 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.
  17. 17. 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%) Twitter (22%) Facebook (30%) 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.
  18. 18. 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 Use of Specific LinkedIn Activities Actively participate in special Create/moderate special Conduct individual searches Join special interest groups interest groups interest group(s) 50% 59% 46% 22% Yes Yes Yes Yes Primary Purpose: Primary Purpose: Primary Purpose: Primary Purpose: Improve information on Improve information on Demonstrate topical Boost brand recognition (50%) customer needs (39%) customer needs (52%) expertise (38%) 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.
  19. 19. growth team m e m b e r s h i p™ 2012 survey results Section 3 19 Few respondents’ CRM systems The majority of sales executives do not use capture social media activity predictive analytics Customer Relationship Management (CRM) Capture of Social Media Activity Approach to Predictive Analytics 58% Conduct Internally 27% 30% 12% 5% Outsource to Vendor 52% Do Not Use 16% Yes No Do Not Use 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.
  20. 20. 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.
  21. 21. growth team m e m b e r s h i p™ 2012 survey results Section 4 21 Respondent Demographics Enterprise Type Business Model Venture Capital B-to-C Company The majority of the Hybrid 5% (Indirect) respondents come from 6% Public B-to-B companies. 27% 20% B-to-C Company 8% (Direct) Private 62% 72% B-to-BThe majority of the Companyrespondents comefrom privately held N = 105 N = 104companies. Company Revenue 60% 39% 30% 21% 18% 14% 8% 0% N = 106 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 that best represents your company. The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  22. 22. growth team m e m b e r s h i p™ 2012 survey results Section 4 22 Respondent Demographics: Top Six Participating Industries Aerospace and Defence 21% Information and Communication Technologies 21% Healthcare and Life Sciences 22% Electronics and Security 23% Automotive and Transportation 29% Energy and Power Systems 32% 0% 20% 40% N = 104 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.

×