销售计划：通过更好的决策改进战略

Gartner for Sales Your Must-HaveToolkit for SalesStrategic Planning 5 activities that are key to impactfulstrategic planning 79%of CEOs will haverevised postcrisisbusiness strategiesready by the end of 2024. Strategic planning can be an arduous process, but certain activities will differentiate your planas one that really drives impact. These five steps are especially important — and think now about the tools you will use at eachstage to capture and share key data and information with stakeholders: 1Verify the business context.Confirm the enterprise mission and goals and make sureyour sales employees know how they apply to their everyday work. Align your sales goalsfor impact. Source: 2024 Gartner CEO and Senior Business Executive Survey Assess your function’s abilityto deliver on your goals and create a plan to fill thecapability gaps that will slow your impact. Strategically manage functional budgetsto prioritize cost, budget and investmentdecisions to favor initiatives that will drive impact — and demote those that won’t. Decide how to measure your progress.Select measures and metrics that willdemonstrate the progress you’re making against the commitments you’ve made. Document your strategy— ideally on just one page — to simply and clearly state wherethe sales organization is, where it is going and how it will get to the future state. Tools and frameworks you’ll need 4 2 Strategicallymanage functionalbudgets Strategicalignment Assess yourfunction’scapabilities Measure yourprogress Document yourstrategy Sales Budget &Efficiency BenchmarkGartner BuySmart™3 Ways CSOs CanStrengthen Their CFOPartnership* Seller Time SpendAssessmentSeller Skill AssessmentFrontline Sales ManagerDiagnostic Sales Capacity Model*Sales EnablementImpact PlanningGuide* Sales Strategy on a Page 1. Strategic alignment Surface and verify the priorities of the enterprise and your business partners. First make sure you understand enterprise business goals well enough to craft astrategic plan for your sales organization that will support enterprise ambitions. Understanding the organization’s strategy and goals Organizational Strategy Documentboth the businesscontext and the likely impact onyour function of factors: Key toolsfor this may include: •A simpleconversation guidetofocus your conversations withbusiness partners.•Trendspottingframeworks to lookat drivers of change, includingthose in the more distant future.•Scenario planningactivities toalign business partners aroundyour hypothetical futures. •Withinyour function•Internalto the enterprise•Externalto the enterprise Key questions to ask: •What are the key business objectives for the next one, twoand five years?•What are the organization’s core strategies to achieve thesegoals?•How does the organization plan to execute these strategies?•What are current challenges facing the organization? Don’t forget: A productive relationship between function leaders and the CFOwill also be critical for effective strategic planning. 1. Strategic alignment Conversation guide to get business partnerperspective and alignment 1. Strategic alignment Framework to scope for emerging trendsthat present risk and opportunity No executive leader can predict the future, but you can adopt a deliberate approach tosensing and responding to trends. Use a construct like the Gartner TPESTRE of trends to prepare to respond to disruptions andplausible futures. Key considerations are your organization’s footprint (existing presencewithin a market or industry) and foothold (strategic opportunities to expand). Footholdincludes: Footprintincludes your: •Innovation and pilot projects:testingnew offerings with new emergingtechnologies•Partnershipsto gain market insights•Acquisitionsto establish a largerpresence•Targeted marketing campaigns:gauging interest in a new product orservice in new markets •Customer base:established groupof loyal customers•Operational facilities:manufacturing plants, distributioncenters, infrastructure or supplychains•Brand reputation:marketperception of your organization Forces and trends impacting your organization’s future Technological:Evolution, impactand disruption of technology changePolitical:Political attitudes, institutionsand legislation shifting the politicalenvironment Trust and ethics:Ethical expectations,behaviors, duties and biases of peopleand companies toward one anotherand society Regulatory and legal:Changes in lawsand governmental policies and regulationsto reward or punish a particular behavior Economic:Factors in the economicenvironment locally and globally thatinfluence businesses and governments Environmental:Technical, political,economic, cultural, ethical and legalchanges supporting environmentalprotection and sustainability Social and cultural:Attitudes, behaviorsand lifestyles of individuals and groupsin a society Source: Gartner 1. Strategic alignment Framework to prepare for scenario planning Good scenario planning