2011 sales leadership priorities survey results: asia pacific
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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
Asia Pacific
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
®
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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 capitalizing on emerging markets
Executive Summary
Resources Tools and Practices Social Media in SalesRespondents foresee a moderate increase in budgets and staffing in 2011
Respondents utilize traditional tools such as sales automation and customer relationship management software
Social media is typically used to identify leads and pinpoint customer needs
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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.
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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
55survey
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 the Asia Pacific region .
®
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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
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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 the need to capitalize on emerging markets and overcome customers’ price sensitivity
Top Three External Factors
Survey Question: Please specify the Top Three external factors shaping your sales strategy in 2011 .
External Factor 1 Emerging global markets (22%)
External Factor 2 Decreasing customer willingness to pay [downward pricing pressures] (16%)
External Factor 3 Need for product and service innovation (20%)
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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
Decreasing customer willingness to pay [downward pricing pressures] (100%)
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
Emerging global markets (100%)
Need for product and service innovation (80%)
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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
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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
Defining and implementing key metrics (e .g . customer loyalty, retention, and profitability) for all sales activities
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 (28%)
Challenge 2 Responding to clients’ changing business environment and challenges within it (16%)
Challenge 3 Defining and implementing key metrics [e .g . customer loyalty, retention, and profitability] for all sales activities (8%)
Challenge 4 Increasing share-of-wallet with current clients (12%)
Challenge 5 Equipping reps to be more effective solutions sellers [creating value beyond price] (9%)
The challenges cover the entire sales cycle
Top Five Key Sales Leadership Challenges
Survey Question: Please indicate the top five functional challenges shaping your sales plans in 2011 .
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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 (36%)
Challenge 2Responding to clients’ changing business environment and challenges within it
Staff: Limited resources (50%)
Challenge 3Defining and implementing key metrics (e .g . customer loyalty, retention, and profitability) for all sales activities
Strategic Alignment: Lack of common objectives (33%)
Challenge 4Increasing share-of-wallet with current clients
Strategic Alignment: Lack of common objectives (50%)
Challenge 5Equipping reps to be more effective solutions sellers (creating value beyond price)
Staff: Lack of knowledge (66%)
Sales’ key challenges are caused by a lack of common objectives and staff limitations
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 executives use tools primarily to increase productivity
Respondents expect staffing levels to increase moderately in 2011
Respondents expect their sales budgets to increase moderately in 2011
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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.
10% 15%
26%
49%
Sales executives tend to consider their function’s effectiveness as “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
ExceptionalBelow Average
Average
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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, companies attribute 40% of their sales to distribution channels and partnerships
Sales by Partnerships
Survey Question: What percentage of your 2010 company sales were attributed to distribution channels or partnerships and alliances?
0%
25%
50%
29%
23%
20%
12%
16%
1 to 20% 21 to 40% 41 to 60% 61 to 80% 81 to 100%
40% is the median percentage of sales attributed to distribution channels and partnerships .
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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 tend to use sales tools to increase productivity
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 (32%)
Tool/Practice 2Customer Relationship Management (CRM) Software
Improve information on customer needs (31%)
Tool/Practice 3Solution Selling Practices
Enable value-based selling to customers—focus on outcomes not price and features (67%)
Tool/Practice 4Sales Enablement and Productivity Tools
Do not use (42%)
Increase sales productivity (19%)
Tool/Practice 5Telepresence or Live Streaming Video Comm Capabilities
Do not use (48%)
Reduce cost of sale (11%)
Tool/Practice 6Social Media
Do not use (43%)
Boost customer satisfaction and loyalty (19%)
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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 to identify leads and pinpoint customer needs
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%
25% 25%
6%
0%
14%
31%
Identifying and Qualifying Leads
Presenting Solutions
Pinpointing Needs and Creating Awareness
Finalizing the Sale
Supporting an Ongoing Relationship
Do Not Use
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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.
66%
17%14%
3%
54%
3%
35%
8%
Sales executives foresee an 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
Increase Substantially
Increase Substantially
Increase Moderately
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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 .
what’s keeping sales executives up at night in 2011?
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
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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
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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 = 53
N = 54N = 54
Enterprise Type Business Model
Company Revenue
4%
28%
68%
29%
15%
56%
Public Hybrid Company
Private
B-to-B Company
Venture Capital
0%
30%
60%53%
21%
8%13%
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 Six Participating Industries
Survey Question: Please indicate which industry categories best describe your company (check all that apply .)
Professional Services
Information and Communication Technologies
Automotive and Transportation
Chemicals, Materials, and Food
Electronics and Security
Healthcare and Life Sciences
0% 20% 40%
31%
24%
22%
18%
15%
15%
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