Go to Market Charts Sales

Go to Market Charts Sales

Go to Market Charts for Sales – Top Sales Objectives

Growing the number of leads/new customers is the leading sales objective for sales professionals.  Here we see the most important sales objectives, ranked by sales professionals, over the next 12—18 months.

Go to Market Charts for Sales - Top Sales Objectives

Source: 6Sense


Go to Market Charts for Sales – Where Salespeople Spend Their Time

Sales Reps Aren’t Spending Most of Their Time Selling
While half of sales reps report relationship building as their favorite activity, most are too bogged down by day-to-day tasks to engage with customers as much as they’d like. On average, sales reps spend 64% of their time on non-selling tasks.

Go to Market Charts for Sales - Where Salespeople Spend Their Time

Source: Map My Customers


Go to Market Charts for Sales – What Buyers Want From Salespeople

Day-to-day sales process is still plagued by time-consuming administrative tasks, siloed customer information, and outdated management systems. If sales reps aren’t armed with capabilities at least as sophisticated as those of their customers, they risk continually falling short of customer demands.

Go to Market Charts for Sales - Intelligent Selling Capabilities

Source: Map My Customers


Go to Market Charts for Sales – Top Communications Channels for Sales

Although adoption has been slow, across performance levels, strong growth is expected for the following intelligent selling capabilities over the next three years. Here we see the percentage of sales professionals who use each intelligent selling capability by performance.

Sales Teams Who Use Each Intelligent Selling Capability

Source: 6Sense


Go to Market Charts for Sales – Top Communications Channels for Sales

On average, sales teams rate six channels as absolutely critical/very important for connecting with customers — nothing yet eclipses the impact of a human conversation. While many may imagine a world where technology replaces reps entirely, data shows that the desire for 1:1 human connection is still more powerful than technology innovation for its own sake. 2/3’s of consumers, and 72% of business buyers say they are likely to switch brands if they’re treated like a number instead of an individual.

Go to Market Charts for Sales - Top Sales Objectives

Source: 6Sense


Go to Market Charts for Sales – What Buyers Want From Salespeople

Topping the key sales objectives were customer acquisition(56%), customer retention (51%), becoming a trusted advisor (39%)

Go to Market Charts for Sales - Top Sale Priorities

Source: Map My Customers


Go to Market Charts for Sales – What Buyers Want From Salespeople

Customers want sales reps who are personal consultants. Seventy-nine percent of business buyers say it is absolutely critical or very important to interact with a salesperson who is a trusted advisor — not just a sales rep — who adds value to their business.What Buyers Want From Salespeople

Source: Business Insider


Go to Market Charts Sales – The Percent of Companies That Made Their Revenue Plan

Go to Market Charts Sales - Percent of Companies That Made Revenue Plan

Regarding geographic participation, 53.9% of the firms are based in the United States and 46.1% are international. By way of size, 12.6% of the firms have revenues of greater than $1B, 21.9% are in the $51M – $1B range, and 65.5% of the companies have revenues of ≤$50M.

Source: CSO Insights Sales Performance Optimization Study


Go to Market Charts Sales – The Percent of Sales Reps That Achieve Quota

Go to Market Charts Sales - The Percent of Sales Reps That Achieve Quota

The following is a summarization of the four levels of sales process.
Level 1—Random Process: A company may be perceived as being anti-process, although what it really lacks is a single standard process. Essentially salespeople do their own thing their own way.
Level 2—Informal Process: A company exposes its salespeople to a sales process and indicates that they are expected to use it, but its use is neither monitored nor measured.
Level 3—Formal Process: A company regularly enforces the use of a defined sales process (sometimes religiously), conducts periodic reviews of the process to determine its effectiveness, and makes changes based on the analysis.
Level 4—Dynamic Process: A company dynamically monitors and provides continuous feedback on
salespeople’s use of its formal sales process. It also proactively and continually modifies the process when changes in market conditions are detected.

Source: CSO Insights Sales Performance Optimization Study


Go to Market Charts Sales – Sales Management Objectives & Barriers

Go to Market Charts Sales - Sales Management Objectives & Barriers

Above summarizes the top three objectives for 2016 for companies are planning to achieve their revenue goals.

Source: CSO Insights Sales Performance Optimization Study


Go to Market Charts Sales – Largest Enterprise Sales Organizations

Go to Market Charts Sales - Sales Execution Challenges

In terms of sales execution challenges, 53% stated that the inability to generate qualified leads is the number one challenge for sales organizations.

Source: CSO Insights Sales Performance Optimization Study


Go to Market Charts Sales – Largest Enterprise Sales Organizations

In this go to market chart for sales, the largest sales forces in the world.  SBI ranked companies by the size of their total B2B sales population.

B2B Sales Charts - Largest Enterprise Sales Organizations


Go to Market Charts Sales – Cost Estimates for a Fully Burdened Sales Resource

In this go to market chart, the cost of a fully burdened sales resource is estimated. To calculate the investment in sales, SBI measured the average fully burdened cost of a sales employee multiplied by the size of the sales force.

B2B Sales Charts - Cost Estimates for a Fully Burdened Sales Rep


Go to Market Charts Sales – How Best in Class Enterprises Invest in Sales Productivity

In this go to market chart for sales, SBI calculated the investment in the support structure for their large, complex sales organizations.

Top 10 firms in sales employee productivity, breaking out proportional investment in support functions

This required analyzing the mix of roles deployed to impact the prospect’s buying process

Almost 50% of the support head count was engaged in operations, support, and analysis roles

B2B Sales Charts - How Best in Class Enterprises Invest in Sales Productivity


Go to Market Charts Sales – How Lowering Performing Enterprises Invest in Sales Productivity

In this go to market chart for sales,the SBI firms with the lowest sales productivity appear to invest significantly less in operations and 2X as much in presales and sales engineers.

However, 50% of the bottom 10 firms are software providers and they typically have a heavy reliance on presales and engineering.

In short, there is no one size-fits-all formula to determine the optimal quantity and allocation of support resources for a sales force.

B2B Sales Charts - How Lowering Performing Enterprises Invest in Sales Productivity


Go to Market Charts Sales – Ratio of Sales Reps to Sales Ops

In this go to market chart for sales, the need to invest in sales effectiveness is illustrated. Some CEOs and board’s view everything but selling a pure cost with no contribution to revenue. SBI’s findings indicate that companies with effective sales forces invest heavily in 2 areas: 1)  50% of the sales effectiveness budget is spent on hiring and developing people; 2) the other 50% is spent on placing these people into winning performance conditions.

B2B Sales Charts - Ratio of Sales Reps to Sales Ops


Go to Market Charts Sales – Sample Sales Benchmarks

In this go to market sales chart, the point that before a sales organization can make any strategic decision it’s critical to understand where you stand – your starting place (point A) is made.

Then, you can determine where you want to go (point B) and devise a plan on how to get there.

This is the process that should be followed to determine whether to invest in a new sales model, adjusting headcount, or changing sales compensation.

Pulled from Alexander Group’s proprietary database, the following benchmarks show the gap between average and leading sales organizations across the following key metrics:

B2B Sales Charts - Sample Sales Benchmarks


Go to Market Charts Sales – Periodic Table of SaaS Sales Metrics

In this go to market chart for sales, the Periodic Table of SaaS Sales Metrics produced by Insight Venture Partners is presented.

This go to market chart contains information about the cost, productivity, ramping and targets for: Sales Development Reps (SDRs), Inside Sales Reps (ISRs), Field Sales Reps (FSRs), Account Managers (AMs) and Professional Services (PS)

An Image Depicting B2B Sales Charts - Periodic Table of SaaS Sales Metrics


 

Go to Market Charts Sales – Periodic Table of Inside Sales Metrics

In this go to market chart, the Periodic Table of Inside Sales Metrics presented and it was produced by The Bridge Group

Included in the go to market sales chart are sales quota and contribution metrics for Sales Development and Inside Sales.  It also lists the top challenges faced.

An IMage Depicting B2B Sales Charts - Periodic Table of Inside Sales Metrics


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