Is My Go-To-Market Strategy Enabling My Growth Goals?
There are a set of core decisions that have dramatic impact on sales effectiveness. Have we set up right?
1) How do we best evaluate our market opportunity? And what is our territory segmentation model?
2) Should we use a direct or indirect structure? And, if direct, should it be hunter/farmer vs hybrid and field vs inside? What should our spans be?
Is Our Annual Commercial and Talent Plan Solid?
Like it or not, and mostly we don’t, the annual goal and resource negotiation cycle is a core event.
1) Have we got the right assumptions and format to build our growth plans?
2) Less than ¹20% of sales peers are confident they have the talent they need to succeed in the future. Do we have a good talent planning model for both annual and ongoing commercial growth?
Is The Comp Plan Helping or Hindering Our Success?
Sales compensation has all sorts of behaviour implications that may not have been intended.
1) Is our payout curve balanced between pay and performance?
2) Should we pay differently for new business vs renewal? Or for different products?
3) Should we spend more or less on short term contests / spiffs?
Is My Go-To-Market Strategy Enabling My Growth Goals?
There are a set of core decisions that have dramatic impact on sales effectiveness. Have we set up right?
1) How do we best evaluate our market opportunity? And what is our territory segmentation model?
2) Should we use a direct or indirect structure? And, if direct, should it be hunter/farmer vs hybrid and field vs inside? What should our spans be?
Is Our Annual Commercial and Talent Plan Solid?
Like it or not, and mostly we don’t, the annual goal and resource negotiation cycle is a core event.
1) Have we got the right assumptions and format to build our growth plans?
2) Less than ¹20% of sales peers are confident they have the talent they need to succeed in the future. Do we have a good talent planning model for both annual and ongoing commercial growth?
Is The Comp Plan Helping or Hindering Our Success?
Sales compensation has all sorts of behaviour implications that may not have been intended.
1) Is our payout curve balanced between pay and performance?
2) Should we pay differently for new business vs renewal? Or for different products?
3) Should we spend more or less on short term contests / spiffs?
What Help Do You Need?
The topics above are examples of sales challenges being faced by your peers. If you need help on these or other sales structure or operations questions, don’t just add it to the to-do list. Learn more with no obligations …
What Help Do You Need?
The topics above are examples of core sales challenges being faced by your peers. If you need help on these or other sales support or operations questions, don’t just add it your to-list. Learn more with no obligations …
¹ 16.4% of respondents in the CSO Insights 2018 Sales Talent Study from Miller Heiman
Why Trust
Corporate Excellence?
- ~ 10 Years of Executive Committee leadership at NYSE and LSE listed companies
- ~ 20 Years of P&L leadership roles primarily as GM or COO
- Broad experience in scaling organisations for growth and international expansion
- Wide exposure across all sales, marketing and service roles
- Deep understanding of sales operations, sales planning and enablement
- Experience of and success in both high growth and turnaround situations in the $30m - $1bn space
Certified Advisor & Partner for Challenger Inc
Why Trust
Corporate Excellence?
- ~ 10 Years of Executive Committee leadership at NYSE and LSE listed companies
- ~ 20 Years of P&L leadership roles primarily as GM or COO
- Broad experience in scaling organisations for both growth and international expansion
- Wide exposure across all sales, marketing and service roles
- Deep understanding of sales operations, sales planning and enablement
- Experience of and success in both high growth and turnaround situations in the $30m - $1bn space
Certified Advisor – Challenger Inc