Alexander Group in partnership with Chief Executive Group, publisher of Chief Executive magazine; Corporate Board Member magazine; and facilitator of Chief Executive Network, a leading CEO membership organization, recently surveyed nearly 400 CEOs and business leaders on their future growth strategy. How are they determining their readiness to adapt to the new marketplace that centers on buyer behaviors and evolving go-to-customer models?

Part 2 of this four-part series presents the findings and recommendations as they relate to investments in new roles.

  1. The new buyer journey
  2. Investments in new roles
  3. Segmentation strategies
  4. Recurring revenue models

Part 2: Investments in New Roles

To adapt to an ever-evolving and rapidly changing reality, companies must regularly challenge their existing strategy and seek ways to further optimize it. Companies achieve this only by committing sufficient resources to the process. Half of the CEOs surveyed said they expect to increase their capital expenditures and headcount over the coming year. And when asked where those investments will be made across the customer journey, most CEOs revealed a fairly balanced strategy, allocating investments across the purchase path:

  • 73% in the awareness phase (new customer identification and pre-sales engagement)
  • 72% in the assessment stage (sales pursuit and closing)
  • 62% in the adoption phase (post-sale use and customer success/results)
  • 47% in e-commerce and digital sales channels

These findings corroborate a trend Alexander Group has observed in recent years, where companies taking the next evolution in buyer journey alignment are shifting their headcount investments away from the traditional selling “persuasion” role to an even split of investment in pre- and post-sales roles (e.g., lead generation, customer success and sales engineering). Customer-facing roles are becoming increasingly specialized. No longer does a single role lead the entire process; rather, focused pre- and post-sales roles can help increase seller productivity by taking on non-core selling tasks.

To access the full findings from Alexander Group and Chief Executive Group CEO Survey, please download the whitepaper.

Learn more about Alexander Group’s Manufacturing practice.

Read Part 1 of this series.
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Related Resources
1. Revenue Growth in a Digitized World Part 1
2. Global Manufacturing Sales Practices Study Briefing
3. Digitizing the Revenue Growth Model: Volume 1
4. Digitization of Manufacturing Drive New Sales Roles for Changing Buyers