Although seller-centric sales strategies sound good in theory, they underperform in significant and pernicious ways. Chief sales officers (CSOs) and their leadership teams can mitigate these customer challenges by adopting a buyer-centric GTM strategy that recognizes buyers’ preferences and prioritizes information consistency across all channels. Successful organizations will respond to these changes by moving to a:
Parallel commercial structure: The traditional commercial engine is designed to operate in a serial fashion, with a series of well-timed handoffs between the marketing, sales and service teams. This serial strategy falls apart in a world where the buying journey looks more like a maze than a straight line. GTM strategies should be built around parallel engagements where commercial functions work together throughout the entire customer life cycle to help buyers complete critical buying tasks, rather than well-timed handoffs between marketing, sales and service teams.
Hybrid approach to sales force deployments: Successful sales force deployments will be designed around a sales force that primarily operates virtually but conducts a limited number of high-value in-person engagements. This hybrid deployment strategy enables them to flex to customer dynamics in a more agile way than the traditional inside/field model allows.
Dynamic customer engagements rather than reactive engagements: Instead of reactive engagements where customers decide how and when to engage, CSOs at leading commercial organizations have an enriched view of customer patterns and preferences. Then, powered with AI, these once disparate data points transform into nuanced recommendations by which suppliers can deliver personalized and proactive engagements that guide customers to the channel most likely to result in a positive commercial outcome.