Like many business projects, sales effectiveness projects are often focused on the big 3 – Increasing revenue, cutting costs and/or reducing risks. When we talk to sales leaders, the primary stated business objectives of sales transformation projects usually tie back to increasing revenue – capturing new accounts, improving up-sell and cross-sell, increasing renewal rates, increasing revenue per seller productivity.
Over the last few years, one of the most popular pieces on the Symmetrics Group website has been this Whitepaper – a go-to-market strategy primer. It’s a topic that many companies struggle with, and it requires both quantitative justification and qualitative ‘color’ to be actionable.
When it comes to go-to-market related questions, we often hear the following:
- Should I start up or expand my inside sales team?
- Does my indirect sales channel actually cost less than my direct team?
- How do our customers want to interact with us – through which channel, device, etc.?
- Overall, how can I increase my sales productivity, while also lowering my cost of sales?
These questions and many more point to the challenges of developing a go-to-market strategy.
Back in May of this year, Sirius Decisions, a Sales and Marketing effectiveness research firm did an instant poll at their annual Summit conference around the topic of sales productivity. They found that …