通过在市场战略中利用分析来推动收入增长

Gartner for Sales Strategic Roadmapfor AcceleratingRevenue Growth Including Case Studies OfRevenue-Driving Initiatives Introduction How confident are you that your sales team will deliveragainst revenue goals? Sustained revenue growth isn’t easy. Chief sales officers (CSOs)face increasing sales complexity and growing customer and CEOexpectations. Environmental uncertainty — the pandemic, volatility infinancial markets and political unrest — are all affecting the willingnessof B2B buyers to make significant purchases. of CSOs say they are extremelyconfident about their team’sability to meet or exceedrevenue goals To drive growth in existing accounts and capture new customers inthese conditions, CSOs must create a low-effort buying experience thatbuilds customer confidence, simplifies the buying journey and reflectschanging purchase preferences, which in some cases shun reps. What’s impacting the sales organization? Not surprisingly, few sales leaders are confident they can deliver againstrevenue goals, and most say changing buyer preferences are directlyimpacting sales. Gartner recommends a four-step approach to drivingrevenue growth, and here we'll outline those steps, and illustrate eachwith a case study. Consider these to be best practices to adopt in yourown strategies. 86%of CSOs cite changingbuyer preference Source: Gartner Be ready to give the B2B buyer what they prefer Four growth pillars To create an optimal, customer-centric buying experience, CSOs must tackle and balance four pillars: 02Sales forcedeployment 01Go-to-marketstrategy 04Analytics 03Sales execution Create a low-effort buyingexperience designed to buildcustomer decision confidence. Embed artificial intelligence (AI)throughout the commercialengine to augment decisionmaking. Implement a coordinatedcustomer engagementstrategy that spans alldigital and human channels. Align commercial resourcesaround functional buyingactivities. Case in point:RockwellAutomation accelerates salesdata literacy Case in point:JLL provides adigitally immersive experience forcomplex buying Case in point:Express Scriptsdeploys microsites to facilitatedigital buying experience The Gartner roadmap describes how the average organization approaches these pillars today and provides stepsthey can take to reach the future state and accelerate revenue growth. 1Go-to-market strategy able to drive sales growth Align commercial resources around functional buying activities. Future state A shift is needed from the traditional contiguous, serial approach tocontinuous, parallel engagements where sales, marketing, customerservice and customer success work together to help buyers completecritical buying tasks. This requires aligning resources from all commercialfunctions to horizontally structured teams designed to influence thecustomer’s (re)purchase decisions. The end state of such a go-to-market strategy may be a completely parallelcommercial system that removes the distinctions between sales, marketingand service entirely and where all the suppliers’ commercial resources areconsolidated to a single commercial operations team. Migration plan Current state Gap Learn more:Strategic Roadmapfor Growth webinar Commercial funnels are designedaround supplier constraints, notcustomer needs. Commercial alignment is valued,but organizational roadblocksprevent necessary changes. Build a blueprint for a go-to-marketstrategy that reflects today’s buyingrealities. SMART Technologies aligns and unifies commercialorganization to the customer journey SMART Technologies realized that its siloed marketing, sales and serviceoperations created a discontinuous purchase experience for customers.This led to lost revenue, operational redundancies and excess spending. Action The company’s commercial leadership developed a unified go-to-marketstrategy, creating teams whose responsibilities are now tied to customerbuying jobs, such as “learn” and “buy.” SMART effectively collapsed sales, marketing and service silos into a single,cohesive commercial engine to support parallel customer engagements. Commercial Impact •Year-over-year revenue increased 48% •Lead volume increased by 50% •Lead acceptance rate increased 35% 2Sales force deployment Implement a coordinated customer engagement strategy that spans all digital and human channels. Future state A coordinated customer engagement strategy is designed with channel-agnosticand digital buyer preferences in mind. Suppliers look at all digital and humanchannels to make sure the information and support the buyer receives is: Consistent:Avoids conflicting or repetitive information Complete:Gives buyers the ability to complete all buying jobs Connected:Guides buyers to key resources at important points throughoutthe purchase process With this approach, sales leaders will lay a strong foundation for dynamiccustomer engagement (DCE). Fueled by data sources from all customerinteractions across the entire commer