In the 2013 Sales Pulse Survey, the top 33% of companies by revenue anticipate growing at three times the rate of the lower 67%; 15% vs. 5%. We have been exploring what makes these “Top Growers” different.
While all respondents indicate “value and solution selling” will loom large in their 2013 plans, Top Growers offer deeper insight into what this means in terms of segmentation and deployment:
1. In a 2012 Chief Sales Executive Forum poll 84% of respondents said that less than half their customers cared about solutions.Why so low? One executive summed it up, saying; “With the rise of sophisticated procurement departments, price has been elevated in the decision making process.”
What to do? Where price is the primary factor you have to deploy highly efficient selling resources and processes. According to one executive, “When you deploy expensive value selling resources, you have to know where to focus them or that investment will be wasted.”
2. Top Growers appear to believe that the middle market segment offers better opportunity to get a return on value selling investment:
3. Top Growers anticipate significant focus on new account acquisition in 2013. Expect to see both inside and outside sales resources deployed in high growth organizations to hunt for new accounts. Notably, high growers plan to increase both field and inside sales resources at about the same rate in 2013, perhaps in a play to more efficiently hunt for new business in the mid-market.
This implies a role for the seller in shouldering some degree of responsibility…accountability… for making solutions work. In some cases this may mean accepting performance guarantees. In others, it means allocating implementation resources to ensure the promised ROI is achieved. And in all cases it means an on-going role for the seller in maintaining and enriching equity at the account.
The role of the seller as a “quarterback” calling plays and dispatching resources may be making a comeback. Such an accountability model is more likely to be welcomed by customers seeking strategic relationships with their vendors. Accounts where the relationship is controlled or strongly influenced by the Procurement function will not have access to this talent or resources.