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www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB54773...
www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB54773...
www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB54773...
www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB54773...
www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB54773...
www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB54773...
www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB54773...
www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB54773...
www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB54773...
www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB54773...
www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB54773...
www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB54773...
www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB54773...
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Achieving High Growth | Guidance for Middle Market Executives

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The era of functional navel-gazing on behalf of midsized company executives has given way to a recognition that the intense drag created by functional isolation will not allow companies to achieve their lofty growth goals.

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Achieving High Growth | Guidance for Middle Market Executives

  1. 1. www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB5477313SYN1This study may not be reproduced or redistributed without the expressed permission of The Corporate Executive Board Company.CEB Middle Market ReportQ1 2013The Middle Market Growth StoryWith many middle market companies sitting on high levels of cash and the fiscal cliff in therearview mirror, middle market growth companies hit the go button in Q1, ratcheting upexpectations dramatically from Q4. The CEB Middle Market Near-Term Growth Index moved12% higher, driven by revenue expectations of sales to new customers (up 21%) and existingcustomers (up 15%). The CEB Middle Market Long-Term Growth Index edged higher, drivenby increased investment in capex, M&A, and R&D.The era of functional navel-gazingon behalf of midsized companyexecutives has given way to arecognition that the intense dragcreated by functional isolation willnot allow companies to achieve theirlofty growth goals.Q4 Q10.002.505.003.473.90∆ = 12%NeutralQ4 2012 Q1 2013CEB Middle Market Near-Term Growth IndexScale = 0–5Middle Market Makes a Move:Achieving High GrowthBy Scott Engler, Senior Global Executive Advisor, CEB Middle MarketMark Clauss, Managing Director, CEB Middle MarketSource: CEB, Middle Market Executive Confidence Index, 2012.To find out the implications foryour function, click on the linksbelow:ContentsMiddle Market Report 1–5Finance Report 6HR Report 7IT Report 8Legal Report 9Marketing Report 10Operations Report 11Sales Report 12
  2. 2. www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB5477313SYN2This study may not be reproduced or redistributed without the expressed permission of The Corporate Executive Board Company.CEB Growth IndicatorsPercentage of Middle Market Executives Predicting GrowthCEB Production IndicatorsPercentage of Middle Market Executives Predicting GrowthRevving up the Sales Engine...Expectations for growth jumped sharply in Q1. Seventy-two percent of executives are nowexpecting higher revenue over the next 12 months, an increase of 9% from Q4. Ninety- onepercent of middle market companies are expecting higher sales to new customers, and 85%of middle market companies are expecting higher sales to existing customers.0% 50% 100%66%82%55%79%49%79%45%67%0% 50% 100%61%72%76%91%64%85%RevenueIntroductionof NewProductsSales to NewCustomersNew OrdersSales toExistingCustomersProductionCapacityHigher Q4, 2012Higher Q1, 2013Higher Q4, 2012Higher Q1, 2013…and the Product PipelineEight out of 10 midsized companies expect more new orders and are looking to ramp upproduct introduction and production to meet that demand. Thirty percent more companiesnow expect to increase production (79% versus 49%) and 22% more companies are lookingto increase capacity.Source: CEB, Middle Market Executive Confidence Index, 2012.Source: CEB, Middle Market Executive Confidence Index, 2012.CEB Growth Indicators DifferencesRevenue: +9%Sales to New Customers: +15%Sales to Existing Customers: +21%CEB Production IndicatorsDifferencesIntroduction of New Products: +16%New Orders: +24%Production: +30%Capacity: +22%
  3. 3. www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB5477313SYN3This study may not be reproduced or redistributed without the expressed permission of The Corporate Executive Board Company.Q4 Q10.002.505.003.32CEB Middle Market Long-Term Growth IndexScale = 0-5CEB Long-Term Growth IndicatorsPercent Change in Companies Looking to Increase Expenditures Over Q4, 2012The Capex Iceberg ThawsAlthough near-term growth expectations have jumped markedly, the long-term growthoutlook is slowly turning positive after trending sideways in 2012. Companies are stillcautious but finally loosening the purse strings on long-term growth drivers. The overallCEB Middle Market Long-Term Growth Index was up just slightly, but underneath, thetrend is more optimistic.Source: CEB, Middle Market Executive Confidence Index, 2012.Source: CEB, Middle Market Executive Confidence Index, 2012.R&DExpendituresNumber ofM&A DealsCapitalExpenditures0%5%10%0%5%10%5%7%5%3.28NeutralMore midsized executives are expecting an increase in capex, R&D expenditure, and M&A.Just as significant is a drop in the number of companies expecting to decrease capex in 2013.In Q4, 36% of midsized companies expected to reduce capex spending, and the numberimproved significantly in Q1. Only 24% of midsized companies now plan on reducing capex.Q4 2012 Q1 2013
  4. 4. www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB5477313SYN4This study may not be reproduced or redistributed without the expressed permission of The Corporate Executive Board Company.Disparity Between Expectations for Revenue and Head CountGrowth and Cognitive DissonanceAlthough large enterprise is reducing head count, Middle Market continues to add staff.Twenty-one percent more midsized companies than large enterprise companies plan to addhead count, and 77% of midsized companies are increasing or holding the line on overallhead count.Middle Market is far more optimistic than large enterprise when it comes to head count,but revenue expectations continue to outstrip hiring expectations. Although 72% ofmidsized company executives expect revenue to increase, only 50% of executives expect toadd head count to support that growth.Reengineering the Human Capital Equation, 1 + 1 = ?The disparity between revenue expectations and head count reflects a deeper change inapproach to human capital. Rather than add massive head count along with expectation(as has been done in the past), middle market companies are focused on reengineering thehuman equation to ensure the whole is worth many times more than the sum ofthe parts.Specifically, middle market companies are breaking through functional silos to enable trendsensing, intelligence sharing, and strategic collaboration.0%40%80%72%50%Revenue Head Count∆ = 22%Source: CEB, CEB CIO Leadership Council Business Productivity Database, 2012.1 Validation of value leakage estimates: Model assumes a typical project portfolio of $100 M annually with a 15%expected return. Estimate of realized business benefits is validated by surveying the business sponsors of 51systems implementations. Sources of value leakage are sized based on regression analysis of 163 drivers ofproject business impact.In two pronounced examples, two separate CEB middle market companies approachedthe problem by physically reorganizing their companies around areas of practice andstrategic groups. They moved people out of their functional groups and into groupswhere they now sit next to their functional peers in Marketing, IT, HR, etc., who areworking on the same initiatives—in effect, forcing functional collaboration via physicalproximity.Many companies are looking to achieve collaboration benefits through IT investments.Twenty-five percent more middle market executives surveyed in Q1 are planning to increaseIT capex than in Q4. CEB research found that companies tread with caution as satisfactionrates are still low, and typically, companies realize 74% of their IT investments and capturean even lower percentage of expected return.1This view is supported by the latest researchon enterprise performance.
  5. 5. www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB5477313SYN5This study may not be reproduced or redistributed without the expressed permission of The Corporate Executive Board Company.Relative Importance of Employee Performance Component to BusinessUnit Profitability1The bottom line is that improving performance in the new work environment requiresenterprise contribution—which means employees must be effective at individual tasks andnetwork performance. Business units with high enterprise contribution increased profits by12.6% and revenues by 12.4%.1Middle market companies have a distinct advantage in connectivity due to having fewerlocations, less complexity, and shallower organizational grids. They are focused on drivingnew competencies, breaking down functional silos to create functional convergence onstrategy, and creating new roles to enable horizontal workflows.This new focus on cross-functional efficiency and innovation can be seen very clearly inthe imperatives of midsized company functional heads on p. 6. From Legal to Finance toMarketing, every list of functional imperatives includes initiatives to maximize the returnon human interaction across the company versus just a return on investment in functionalexpertise.Now, let’s take a look at how your function can increase performance.Individual TaskPerformanceNetworkPerformance2002 2012RelativeImportancetoBusinessUnitProfitability1 Relative importance in business unit profitability is determined by conducting a MANOVA analysis.n (2002) = 13,047; n (2012) = 23,339.Source: CEB, CEB Corporate Leadership Council, 2012.Reengineering the Human Capital Equation, 1 + 1 = ? (Continued)The importance of network performance—activating the ability of people to worktogether—has risen by 200% over the past 10 years. The result of this tectonic change inorganizations is that the bulk of efficiency gains over the next five years will not result fromimproving individual effectiveness in role but corporate connectedness, whereby eachfunction works in concert across the enterprise to drive exponential performance.0%50%100%22%78%49%51%
  6. 6. www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB5477313SYN6This study may not be reproduced or redistributed without the expressed permission of The Corporate Executive Board Company.Middle Market by FunctionFINANCEFinance has evolved into the key strategic compass of the midsized organization, withCFOs now playing a co-CEO role in strategic development, risk sensing, and execution.This expanded role is the result of the current economic climate, in which companies mustbalance growth and profitability and reduce the risk of big growth bets. To meet thesehigher-level demands, middle market finance departments are focusing on strengtheningstrategy development, improving business performance management to drive execution,and building processes and capabilities to increase the impact that Finance has on businesspartner decisions.The Top Four Areas CEB Is Helping Finance Executives■■ Five out of the top 10 risks facingmidsized companies arestrategic risks.■■ Fewer than 1 out of 3 companiesbelieve their teams consistentlyderive business insight from data.■■ Only 5% of the data Financeprovides is viewed as helpful bythe organization.Developing and Executing Growth StrategyCEB Insights and Tactics■■ Reorient yourself as a strategic advisor, create a process that forces choice, embracerisk as a core element of business performance management, and manage thestrategy, not the business.Improving Business Performance ManagementCEB Insights and Tactics■■ Build an integrated business performance management approach to drive outcomesand action.■■ Select metrics and build dashboards that link to value drivers.Building Effective Business Partneringand AnalyticsCEB Insights and Tactics■■ Focus FP&A activities on providing insight that challenges outdated businessassumptions.Streamlining Budgeting and ForecastingCEB Insights and Tactics■■ Increase process efficiency in budgeting and forecasting activities.■■ Focus on improving management reporting, operating reviews, and other businessinsight–focused processes.To find out the implications foryour function, click on the linksbelow:ContentsMiddle Market Report 1–5Finance Report 6HR Report 7IT Report 8Legal Report 9Marketing Report 10Operations Report 11Sales Report 12
  7. 7. www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB5477313SYN7This study may not be reproduced or redistributed without the expressed permission of The Corporate Executive Board Company.Improving Manager CapabilitiesCEB Insights and Tactics■■ The most effective managers set clear and measurable goals for their direct reportsthat link to organizational goals.Sourcing New TalentCEB Insights and Tactics■■ Prioritize requests based on the potential sourcing value to the organization, andengage hiring managers in sourcing activities.Building Bench StrengthCEB Insights and Tactics■■ Executives must identify future-focused competencies and enable leaders who areboth achieving current results and capable of leading the future of the organization.Driving Functional EfficiencyCEB Insights and Tactics■■ Identify the critical connections across talent management activities to improvecollaboration, efficiency, and effectiveness of key talent management processes.Enabling Innovation and AdaptabilityCEB Insights and Tactics■■ Create a clear mandate for innovation, encourage risk taking, and work withleadership to support development of new ideas.■■ Employees reporting tomanagers who are effective atmanager-led development have25% higher performance levels,40% higher retention levels, and29% higher commitment levelsthan employees reporting tomanagers who are ineffectiveat development.■■ Great Global Leaders are almostthree times more likely to hittheir three-year performancegoals and lead teams thathave both 12% higher levelsof discretionary effort and a13% lower risk of attrition thanaverage.■■ Business leaders believe thatjust 35% of organizations areeffective at talent management.■■ “Building a Culture of Innovation”is a priority for 54% of seniorR&D executives.Middle Market by Function (Continued)HUMAN RESOURCESAn increase in talent acquisition efforts and 25% strategic growth targets for 2013 pushedHR budgets up 7%. To meet those targets, HR needs to think beyond individual roleperformance and consider how to enable efficient workflows across functions to managetalent effectively. The enterprise’s need to align the workforce to strategy and manage agrowing employee base is fueling a need to upgrade HRIS systems.The Top Five Areas CEB Is Helping HR ExecutivesTo find out the implications foryour function, click on the linksbelow:ContentsMiddle Market Report 1–5Finance Report 6HR Report 7IT Report 8Legal Report 9Marketing Report 10Operations Report 11Sales Report 12
  8. 8. www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB5477313SYN8This study may not be reproduced or redistributed without the expressed permission of The Corporate Executive Board Company.Middle Market by Function (Continued)INFORMATION TECHNOLOGYAcross the board, midsized company IT spending is up, but IT’s role is rapidly changing.IT executives are prioritizing business outcomes over assets, enabling the organizationto make IT decisions, and focusing on end-user output. Ultimately, IT is moving into amore consultative role to the business to influence decisions and help the organizationunderstand how the pieces fit together.The Top Five Areas CEB Is Helping IT Executives■■ Seventy-six percent ofemployees report a significantincrease in time spent workingwith data and information.■■ Sixty percent report exchanginginformation with 10 or morepeople on a day-to-day basis.■■ Sixty-one percent of employeesdo not believe the support theyreceive from IT enables them tobe fully productive.■■ Only one in five global IT leadersare effective at delivering valueto the organization.Instituting End-to-End IT ServicesCEB Insights and Tactics■■ Package the technologies, processes, and resources across IT needed to deliver aspecific business outcome.Creating Strategic RoadmapsCEB Insights and Tactics■■ Drive consensus, bridge gaps between strategic plans and operating plans, andcoordinate IT planning across multiple organizational units and technologies.Enabling Business Partner Responsibilityand CoachingCEB Insights and Tactics■■ Equip business partners to make better IT investment decisions and more effectivelymanage IT projects.Supporting Knowledge WorkCEB Insights and Tactics■■ Equip teams within and beyond the IT organization to collaborate, work globally,and generate insight from data.Focusing IT Investment on Critical Business CapabilitiesCEB Insights and Tactics■■ Define services through business capabilities, and manage and measure servicesbased on business outcome.To find out the implications foryour function, click on the linksbelow:ContentsMiddle Market Report 1–5Finance Report 6HR Report 7IT Report 8Legal Report 9Marketing Report 10Operations Report 11Sales Report 12
  9. 9. www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB5477313SYN9This study may not be reproduced or redistributed without the expressed permission of The Corporate Executive Board Company.Middle Market by Function (Continued)LEGALGrowth and international expansion are putting pressure on middle market general counselto become more proactively involved in business decisions earlier in the process. Thischange will speed execution and support growth by understanding business and technologyrisks, educating business clients about risk-informed decision making, and ensuring aculture of compliance and ethics. Middle market companies are bringing more legalactivities in house to both reduce outside legal spend and bring more expertise close to thebusiness.The Top Five Areas CEB Is Helping Legal Executives■■ Eighty-five percent of legalexecutives tell us that managinginformation risk is a top priority.■■ Less than 50% of surveyrespondents train employeeson the company’s recordsmanagement policy, and one-third do not train employees onappropriate e-mail use.■■ CEB research indicates that legalexecutives worry most about:■■ Growth of unstructured data,■■ Cloud computing,■■ Remote access to information,■■ Employee negligence andmisconduct, and■■ Personal devices in theworkplace.Improving the Consistency and Speedof Commercial ContractingCEB Insights and Tactics■■ Improve consistency and speed by selectively involving Legal where it can mostimpact risk and by simplifying agreements and processes for faster deal making.Building or Improving Corporate Complianceand EthicsCEB Insights and Tactics■■ Capture key risks across the enterprise, develop an employee-friendly code ofconduct, and create effective monitoring and reporting capabilities.Developing Business Partnership SkillsCEB Insights and Tactics■■ Understand business partner needs and expectations, build credibility, developinfluence, and align to business goals.Managing Information RiskCEB Insights and Tactics■■ Gather realistic input by incorporating power users, design practical employeeprograms, and enable risk-informed decision making.Educating Business Clients and Employeeson Legal and Compliance RisksCEB Insights and Tactics■■ Design end-user-focused compliance training and communication by engagingstakeholders and enlisting their support to drive accountability.To find out the implications foryour function, click on the linksbelow:ContentsMiddle Market Report 1–5Finance Report 6HR Report 7IT Report 8Legal Report 9Marketing Report 10Operations Report 11Sales Report 12
  10. 10. www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB5477313SYN10This study may not be reproduced or redistributed without the expressed permission of The Corporate Executive Board Company.Middle Market by Function (Continued)MARKETINGConsumers don’t want relationships with brands. Marketers can get more brand“stickiness” (brand intent, follow through, recommendation, and repurchase) by investingin strategies that simplify consumers’ purchase decision paths as opposed to investing instrategies intended to drive engagement with the brand. (So brands can stop trying to getmore likes on Facebook in the name of “engagement.”) On average, customers progressnearly 60% of the way through the purchase decision-making process before engaging asales rep, which means Marketing is now playing a key sales role by informing the customerearlier in the process. Marketing analytic skills are at a premium as well.The Top Five Areas CEB Is Helping Marketing Executives■■ Sixty-two percent of shopperssearch for deals online for atleast half their shopping trips.■■ Analysis of customer data showsthere are only two significantdrivers of changing a customer’sdirection: teaching customersabout their own business andproviding them with compellingreasons to act.■■ Information volume is rising60% per year, and 71% of CMOsfeel unprepared for this dataexplosion.■■ Forty-three percent of marketingspend is wasted.11 This estimate is based on Rex Briggs’s analysis of more than $1 billion worth of advertising by 30Fortune 200 companies.Understanding Customer Buying BehaviorCEB Insights and Tactics■■ In the consumer space, decision simplicity is the most important element of thepurchase path, and it drives stickiness more than long-term brand affinity orengagement.■■ Most B2B companies struggle with delayed sales engagement and stalled deals.To push customers through the purchase funnel, Marketing must tailor to distinctcustomer purchase needs and use key channels to build deal momentum.Reshaping Customer Buying CriteriaCEB Insights and Tactics■■ For content marketing to “win,” suppliers must do more than produce thoughtleadership. They must teach customers something new about their own business andmotivate them to take immediate action.Fusing Multiple and Emerging Communication ChannelsCEB Insights and Tactics■■ Build a clear, consumer-centric, strategy-led planning approach.Building the Marketing Team of the FutureCEB Insights and Tactics■■ Too many marketers are looking for agile marketers who are analytically savvy, canmake quick decisions, and have digital prowess. These individuals are rare, and evenif you can find them, they often underperform. Hire “focusers”—marketers who canfilter out noise, resist distraction, and never lose sight of long-term goals.Harnessing Data for Focus and Decision MakingCEB Insights and Tactics■■ Building data streams and gaining insight from them doesn’t need to be an all-or-nothing exercise. Chances are the data your company already collects could be usedto improve marketing strategy and execution.To find out the implications foryour function, click on the linksbelow:ContentsMiddle Market Report 1–5Finance Report 6HR Report 7IT Report 8Legal Report 9Marketing Report 10Operations Report 11Sales Report 12
  11. 11. www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB5477313SYN11This study may not be reproduced or redistributed without the expressed permission of The Corporate Executive Board Company.Middle Market by Function (Continued)OPERATIONSMidsized companies are introducing new products, ramping up capacity and productionat faster rates than larger companies, and putting new demands on Operations to findefficiencies and strategically align to support growth. Sixty-six percent of companies areintroducing more new products, and 55% are expecting increased order volume. Midsizedcompanies, more than larger companies, have a greater opportunity to fine-tune processesfor efficiency, rethink design, and work closely with Sales to manage inventory to driveexpansion.The Top Five Areas CEB Is Helping Operations Executives■■ Only 35% of executives believetheir S&OP process is evensomewhat effective.■■ The average company spends25% of the value of its inventoryjust to hold it each year.■■ Only 37% feel that Operations’KPIs align with overall corporateobjectives.■■ Functions that have a higherproficiency with metrics driveperformance by 24%.Optimizing Sales and Operations PlanningCEB Insights and Tactics■■ Communicate the value of a standard, global planning approach.■■ Clearly align stakeholder roles and responsibilities back to measurable planningactivities, and implement a repeatable framework that balances enterprisestandardization with local flexibility.Ensuring Strategic AlignmentCEB Insights and Tactics■■ Evaluate business assumptions, assess customer strategies, and communicatedesired strategic position internally and externally.Revamping Inventory ManagementCEB Insights and Tactics■■ Understand the true drivers of inventory costs, and plan strategically around them tocreate sustainable lower costs.Increasing Metric FocusCEB Insights and Tactics■■ Clearly link Operations’ metrics back to corporate and customer objectives,evaluate and filter metrics’ key performance drivers, and build living scorecards anddashboards tailored to day-to-day decision making.Transforming the Procurement FunctionCEB Insights and Tactics■■ Balanced, mature project portfolios that include initiatives to drive both coststructure transformation and product and brand enhancement deliver higher valueand are driven by three core functional capabilities: idea quality, execution ability,and selling ability.To find out the implications foryour function, click on the linksbelow:ContentsMiddle Market Report 1–5Finance Report 6HR Report 7IT Report 8Legal Report 9Marketing Report 10Operations Report 11Sales Report 12
  12. 12. www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB5477313SYN12This study may not be reproduced or redistributed without the expressed permission of The Corporate Executive Board Company.Middle Market by Function (Continued)SALESTo fuel growth, midsized companies are investing in more “sales feet on the street.”Seventy-three percent of middle market companies are increasing their sales forces, withthe majority of that increase bolstering field sales (62% of the sales budget) and to a lesserextent sales operations, inside sales, and field sales management. Midsized companies arereporting less reliance on discounts and a shorter average sales cycle compared to largecompanies.The Top Five Areas CEB Is Helping Sales Executives■■ The best organizations arebuilding a culture that allowsfor higher performance andretention levels, not to mentiona better ability to attract toptalent.■■ Although customers arespending again, the way theyare buying has changed. Theyare more informed and do notcontact suppliers until theycomplete 57% of their purchaseprocess.Driving Sales TransformationCEB Insights and Tactics■■ Empower reps to sell to an empowered customer who is capable of learning what todo on their own.Getting in Early and Shaping DemandCEB Insights and Tactics■■ Shape demand by teaching customers where they learn by executing four criticalpre-funnel selling activities.Creating More Precise Sales Force Segmentation ModelsCEB Insights and Tactics■■ Ensure your teams and resources are aligned appropriately to hit growth goals.Building an Insight-Selling OrganizationCEB Insights and Tactics■■ Enable your teams to replicate Challenger® behavior through different-in-kindmessaging, talent development, and sales process.Partnering with Marketing to Move up the Decision ChainCEB Insights and Tactics■■ Help reps reduce cold-calling time by generating leads using social media.To find out the implications foryour function, click on the linksbelow:ContentsMiddle Market Report 1–5Finance Report 6HR Report 7IT Report 8Legal Report 9Marketing Report 10Operations Report 11Sales Report 12
  13. 13. www.executiveboard.comMIDDLE MARKET MAKES A MOVE© 2013 The Corporate Executive Board Company. All RightsReserved. CEB5477313SYN13This study may not be reproduced or redistributed without the expressed permission of The Corporate Executive Board Company.About CEBCEB is the leading member-based advisory company. By combining the best practices ofthousands of member companies with our advanced research methodologies and humancapital analytics, we equip senior leaders and their teams with insight and actionablesolutions to transform operations. This distinctive approach, pioneered by CEB, enablesexecutives to harness peer perspectives and tap into breakthrough innovation without costlyconsulting or reinvention. The CEB member network includes more than 16,000 executivesand the majority of top companies globally.Visit Us to Learn Morewww.executiveboard.comwww.research.executiveboard.comAbout CEB Middle MarketCEB middle market programs operate on the principle that the collective experience andresources of a member network can more swiftly and effectively resolve challenges than anyone of its individual participants. Through shared funding of a central research team andthe contribution of proven ideas, our members receive immediate and unlimited access toongoing best practice research and business intelligence, essential tools for productivity andeffectiveness, and an unparalleled peer network.Key Facts■■ Serves seniormost executives and their teams at midsized organizations■■ Designed for organizations with annual revenue less than $1 billion■■ Supports career growth and development, management challenges, strategydevelopment, and execution of operating plans■■ Each program has more than 1,200 best practice studies, benchmarking reports, andtools.CEB Middle Market Functional Programs■■ CEB Corporate Legal Exchange®■■ CEB Finance Leadership Exchange®■■ CEB HR Leadership Council®■■ CEB IT Leadership Exchange■■ CEB Marketing Leadership Roundtable■■ CEB Operations Leadership Exchange■■ CEB Sales Leadership Roundtable®

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