Meeting growth targets requires sales leaders to adjust their approach to sales force design and deployment to reflect today’s buying realities. This requires taking a holistic look at all aspects of sales force design, including sales role definitions and resource allocation, in a way that aligns with how customers engage and buy. Furthermore, sales leaders must continually monitor sales effectiveness and productivity to proactively address issues and inform future design decisions and investments.
Hybrid and virtual customer engagement knows no geographic boundaries. Aligning top talent with key opportunities has become much easier and more crucial. Specializations within the commercial function such as customer success, sales development, engineer and value analysis roles, along with the employment of indirect partners, become more scalable resources to be deployed as linkages between disparate functions and elusive customers. Seller skill and the will to engage virtually and digitally are imperative to recruiting and hiring efforts.
The bottom line: Manage the cost of sales by taking a balanced approach to the structure, size and deployment of the sales force.