Sales & Marketing

The focus on business leaders is now on organic revenue development – the decade of chasing growth through acquisition is over. Board directors are pressing sales leaders for greater results, with fewer resources, while at the same time, the way customers buy has changed beyond all recognition.

Our key focus is high value B2B consultative selling, helping our clients accelerate late-stage sales pursuits and increase win rates. We work in "real time" with sales leaders and their teams, bringing measureable results in weeks rather than months.

We combine a deep expertise in organisational processes and behaviours with decades of experience gained from working with some of the best consultative sales teams in the business. We provide our clients with a framework in which to plan and execute account penetration strategies that move sales forwards, increasing the chance of winning the sale.

Change Management in Sales and Marketing

The way customers buy means that marketing and sales can no longer operate as separate entities. The touch points with individual buyers as they go through their buying journey flip back and forth between marketing and sales, and there is no longer any clear dividing line between the two functions.

Many of the marketing technology vendors and thought leaders are focussing their messaging around the concept of "Revenue Marketing", "Rise of the Chief Revenue Officer" and the greater integration of sales and marketing efforts.

This is important for today´s business leaders as the board´s agenda includes bigger, better CRM and web marketing. If your business is planning a strategic investment in marketing / sales automation technology, now is the right time to consider what changes are required in your business to take on these solutions. The risks, however, are high, since placing software on top of separate sales and marketing functions is unlikely to achieve an ROI.

Why Change Management is Important in Selling

Across all markets, the way prospects buy strategic solutions has changed. Fewer senior managers have the financial authority to sign off major spending, while the number of individuals within the prospect´s business that must buy into the solution has mushroomed..

The industry average for win rates of new business sales pursuits that enter the sales pipeline is around 22%. Of the remaining 78%, around half are lost to the competition, and half are "no purchase". The prospect decided to do nothing. Analysis of these losses shows a bewildering variety of reasons for not proceeding, many of which came "out of the blue". Sales execs and their managers are often left baffled, as the business case was so compelling, and yet the prospect´s business wasn´t able to take on the solution.

The best performing sales execs have fewer "do nothing" outcomes. This is because they facilitate the organisational change that the prospect must go through to purchase and deploy the solution. The era of the sales exec as change agent is upon us, and few are natural performers in this role.

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