《Gartner：2024銷售戰略規劃工具包（英文版）（21頁）.pdf》由會員分享，可在線閱讀，更多相關《Gartner：2024銷售戰略規劃工具包（英文版）（21頁）.pdf（21頁珍藏版）》請在三個皮匠報告上搜索。

1、Gartner for SalesYour Must-Have Toolkit for Sales Strategic Planning2Gartner for SalesFollow Us on LinkedInBecome a Client 5 activities that are key to impactful strategic planning79%of CEOs will have revised postcrisis business strategies ready by the end of 2024.1Verify the business context.Confir

2、m the enterprise mission and goals and make sure your sales employees know how they apply to their everyday work.Align your sales goals for impact.2Assess your functions ability to deliver on your goals and create a plan to fill the capability gaps that will slow your impact.3Strategically manage fu

3、nctional budgets to prioritize cost,budget and investment decisions to favor initiatives that will drive impact and demote those that wont.4Decide how to measure your progress.Select measures and metrics that will demonstrate the progress youre making against the commitments youve made.5Document you

4、r strategy ideally on just one page to simply and clearly state where the sales organization is,where it is going and how it will get to the future state.Source:2024 Gartner CEO and Senior Business Executive SurveyStrategic planning can be an arduous process,but certain activities will differentiate

5、 your plan as one that really drives impact.These five steps are especially important and think now about the tools you will use at each stage to capture and share key data and information with stakeholders:3Your Must-Have Toolkit for Sales Strategic PlanningGartner for SalesFollow Us on LinkedInBec

6、ome a Client Tools and frameworks youll needStrategic alignment12345Assess your functions capabilitiesStrategically manage functional budgetsMeasure your progressDocument your strategySales ScoreSales Budget&Efficiency BenchmarkGartner BuySmart 3 Ways CSOs Can Strengthen Their CFO Partnership*Sales

7、Capacity Model*Sales Enablement Impact Planning Guide*Seller Time Spend AssessmentSeller Skill AssessmentFrontline Sales Manager DiagnosticSales Strategy on a Page*Only accessible by Gartner clientsYour Must-Have Toolkit for Sales Strategic Planning4Gartner for SalesFollow Us on LinkedInBecome a Cli

8、ent Key tools for this may include:A simple conversation guide to focus your conversations with business partners.Trendspotting frameworks to look at drivers of change,including those in the more distant future.Scenario planning activities to align business partners around your hypothetical futures.

9、Organizational StrategyOrganizational Goal No.1Organizational Goal No.2Organizational Goal No.3Understanding the organizations strategy and goalsKey questions to ask:What are the key business objectives for the next one,two and five years?What are the organizations core strategies to achieve these g

10、oals?How does the organization plan to execute these strategies?What are current challenges facing the organization?First make sure you understand enterprise business goals well enough to craft a strategic plan for your sales organization that will support enterprise ambitions.Within your function I

11、nternal to the enterprise External to the enterpriseDont forget:A productive relationship between function leaders and the CFO will also be critical for effective strategic planning.Document both the business context and the likely impact on your function of factors:Surface and verify the priorities

12、 of the enterprise and your business partners.1.Strategic alignmentYour Must-Have Toolkit for Sales Strategic Planning5Gartner for SalesFollow Us on LinkedInBecome a Client Questions about that business partners domainNotes of your business partners answerWhat are your key business objectives and re

13、sultant goals for the next two to five years?What are your primary strategies?How do you plan to execute on these strategies?What is the direction of the key product line,supply chain,service offerings,etc.?How will you know if your unit is successful?What will you measure?What are the key success f

14、actors that will make or break your units success long-term?What major obstacles will the business unit face in reaching these objectives?Conversation guide to get business partner perspective and alignment1.Strategic alignmentYour Must-Have Toolkit for Sales Strategic Planning6Gartner for SalesFoll

15、ow Us on LinkedInBecome a Client Foothold includes:Innovation and pilot projects:testing new offerings with new emerging technologies Partnerships to gain market insights Acquisitions to establish a larger presence Targeted marketing campaigns:gauging interest in a new product or service in new mark

16、etsForces and trends impacting your organizations futureNo executive leader can predict the future,but you can adopt a deliberate approach to sensing and responding to trends.Use a construct like the Gartner TPESTRE of trends to prepare to respond to disruptions and plausible futures.Key considerati

17、ons are your organizations footprint(existing presence within a market or industry)and foothold(strategic opportunities to expand).Technological:Evolution,impact and disruption of technology changePolitical:Political attitudes,institutions and legislation shifting the political environmentEconomic:F

18、actors in the economic environment locally and globally that influence businesses and governmentsSocial and cultural:Attitudes,behaviors and lifestyles of individuals and groups in a societyTrust and ethics:Ethical expectations,behaviors,duties and biases of people and companies toward one another a

19、nd societyRegulatory and legal:Changes in laws and governmental policies and regulations to reward or punish a particular behaviorEnvironmental:Technical,political,economic,cultural,ethical and legal changes supporting environmental protection and sustainability Customer base:established group of lo

20、yal customers Operational facilities:manufacturing plants,distribution centers,infrastructure or supply chains Brand reputation:market perception of your organizationFootprint includes your:Source:Gartner Framework to scope for emerging trends that present risk and opportunity1.Strategic alignmentPo

21、liticalEconomicSocial andculturalTrust andethicsRegulatoryand legalEnvironmentalTechnologicalDemocratization of informationTransforming humanityGeopolitical unrestYour Must-Have Toolkit for Sales Strategic Planning7Gartner for SalesFollow Us on LinkedInBecome a Client Prioritize actions based on the

22、 most material scenariosImpact (Potential upside or downside)HighHighLowLowLikelihood(Probability that the driver will materialize)High Impact-Low LikelihoodHigh Impact-High LikelihoodVelocity(Speed at which the driver will impact us):HighMediumLowNew global pandemicUniversal basic incomeErosion of

23、industry boundariesUnsustainable medical costsLab-grown organ transplantsRetreat of global regulatory orderPrivacy enhancing computationWorkforce disengagementGenerative AIAnti-aging breakthroughsAutonomous vehiclesSource:Gartner Good scenario planning requires you to first identify trends likely to

24、 create significant risks or opportunities.Make sure to:Align with a diverse set of business partners on the trends Prioritize the trends based on their relative importance(use a tool like this simple 2x2)From here,categorize and relate trends together to develop scenarios.Develop a storyline for ea

25、ch scenario to test if it seems credible and feasible.Strategic plans should include actions aligned to whichever scenarios you deem most pressing.Framework to prepare for scenario planning1.Strategic alignmentYour Must-Have Toolkit for Sales Strategic Planning8Gartner for SalesFollow Us on LinkedIn

26、Become a Client Determine how well-positioned your function is to deliver on strategy.To ensure optimal results from strategic efforts,its critical to assess the role of your function in the enterprise and how well it performs that role.As the enterprise strategy evolves,so will this assessment.In y

27、our strategic planning cycle,make sure to undertake a capabilities assessment soon after verifying the business strategy so you can build a roadmap to improve your effectiveness.Its important to assess both the availability and maturity of existing capabilities.Take a rigorous approach using a metho

28、dology like that taken by the Gartner Score tool.The objective of this assessment is to plot a path to maturity for each critical activity.Existing performance across key objectives and activities typically within scope for your function Your maturity in different activities on a simple-to-understan

29、d scale so you can easily compare maturity in different activities and against best-practice levels The criticality of activities on a simple scale so you can focus on requisites for your function to deliver its contribution to enterprise strategyMeasure:2.Assess your functions capabilitiesDid you k

30、now?Gartner clients can customize Score assessment tools for their function,and expert partners are available to walk you through your results and action plans.Your Must-Have Toolkit for Sales Strategic Planning9Gartner for SalesFollow Us on LinkedInBecome a Client Benchmark your functions maturity,

31、capabilities gaps and path to improvement.2.Assess your functions capabilitiesSales Score is a customizable,comprehensive maturity assessment and prioritization tool for heads of sales and other members of the sales leadership team.Score objectively measures the importance and maturity of critical a

32、ctivities across the entire sales organization,then analyzes the results to provide data-backed guidance on which activities should be prioritized for improvement.Gartner Sales Score is a must-have tool for any sales leader looking to drive growth and transformation within their organization.With it

33、s customizable assessment,data-backed guidance,and support for strategic initiatives,Sales Score empowers sales leaders to make informed decisions that lead to improved performance and increased revenueLearn more about Gartner Sales Score.Gain Clarity on Where to Focus Improvement EffortsSample Repo

34、rt Excerpt:What Are the Gaps Between Maturity and Importance?Source:Gartner Sales Strategy&LeadershipGo-to-Market DesignCustomer Acquisition&RetentionSales Talent ManagementSales Operations&EnablementSales&Revenue TechnologyCross-Functional AlignmentSegmentation&Coverage ModelBuyer Insight&Experienc

35、eHiring&OnboardingSales Content&Selling ToolsSales Tech Design&AdoptionSales PlanningOrganization&Role DesignPipeline DevelopmentSales Manager Coaching&EffectivenessSales Analytics&Decision MakingEvaluate&Select Sales TechSales StrategyRoutes to MarketAccount Retention&GrowthTraining&DevelopmentSale

36、s Enablement StrategyIndirect Channel ManagementCompensation&RecognitionSales Operations StrategyDigital CommerceQuota Allocation&Goal SettingSales Process ManagementFunctional Activities for Each ObjectiveOverall Objectives 21+2+22222+22+2+2+3-22+2+2+32222+21+2+333+3Maturity Levels12435Out of Scope

37、Your Must-Have Toolkit for Sales Strategic Planning10Gartner for SalesFollow Us on LinkedInBecome a Client Sales leaders face an era of doing more with less budget.Sales leaders face new challenges in managing budgets and appealing for funding as the focus at many organizations shifts to fueling gro

38、wth with productivity and efficiency.Bottom line,sales leaders are being asked to achieve growth at lower cost.That means being as efficient as possible with headcount,technologies,workflows and processes deploying resources in the most productive way possible.1.Reallocate funding from low-to high-p

39、otential investments.2.Fund growth investments using costs saved in less important activities.3.Use unallocated funds for as-needed growth investment support.3.Strategically manage functional budgetsMore CEOs are putting growth at the top of their priority list than at any time since 2014.Source:202

40、4 Gartner CEO and Senior Business Executive SurveyConstrained growth puts the focus on productivity/efficiencyGrowthProductivity/efficiencySpend less to create more valueSales leaders will need a strategic mindset and tools to apply three best practices in cost management in this environment:Source:

41、Gartner Technology is one area of spend where every functional leader will need better decision-making tools to select the right vendors and negotiate effectively to assure ROI.Your Must-Have Toolkit for Sales Strategic Planning11Gartner for SalesFollow Us on LinkedInBecome a Client CFO role at a gl

42、ance illustrativeStep No.1 for sales leaders wanting to build a productive conversation with their CFO is to better understand their role,key priorities and focus.This understanding will help you build your value story and make it CFO-ready when seeking funding and investments.Customize with metrics

43、 specific to your organization or industry.(Also see section on strategically managing functional budgets.)Source:Gartner DescriptionSuccess metrics for CFOsMissionTo guide and protect the financial performance of the company Growth Revenue and margin Capital returns Return on invested capital(ROIC)

44、Economic value-added(EVA)Cost optimization targets Cash conversion cycle Shareholder value Shareholder confidence Stock performance Other business-specific metric(s)Main objectives Growing or maintaining profitability and operational efficiency Effective cash management Upgrading finances capabiliti

45、es(including both technology and skills)Unlocking the value of data and analytics for the business Improving the returns and value capture from investmentsKey activities Secure funds and set strategy to meet growth aspirations Allocate capital effectively toward goals Track corporate performance Man

46、age critical business risksGuide to scoping the CFO point of view for better collaboration3.Strategically manage sales budgets Your Must-Have Toolkit for Sales Strategic Planning12Gartner for SalesFollow Us on LinkedInBecome a Client Benchmark your sales budget and efficiency against peers.3.Strateg

47、ically manage sales budgetsDid you know?Gartner clients can use the Sales Budget and Efficiency Benchmark to evaluate and optimize investments to support long-term improvements.Learn MoreYour Must-Have Toolkit for Sales Strategic Planning13Gartner for SalesFollow Us on LinkedInBecome a Client To opt

48、imize costs strategically and productively(rather than just cutting),you need to know what drives costs,which costs relate to differentiating capabilities(i.e.,value drivers)and what are your ROIs.Use a structure like the Gartner Cost Optimization Framework to refine and visualize your cost optimiza

49、tion ideas by the level of benefit,cost,risk and viability so stakeholders have full visibility into the relative merits of deploying spend.1.Standardized cost management framework2.Shared understanding of cost-to-value relationships3.Consistent definition of success beyond cost savingStrategic cost

50、 optimization rarely succeeds without three things:Source:Gartner Framework to map the relative value realization of your cost initiatives 3.Strategically manage sales budgetsCost Optimization SpectrumIllustrativeIncreased SpendingIncreased Net BenefitReduced Net BenefitReduced SpendingReduce sales

51、force size.Sunset a product.Automate using existing technology.Assign accounts to low-cost sales tier.Expand to new sales channels.Target new customer segment.Stimulate demand with loss leaders or freemium products.Your Must-Have Toolkit for Sales Strategic Planning14Gartner for SalesFollow Us on Li

52、nkedInBecome a Client Use Gartner BuySmart to get quick access to our proprietary expert and peer insights and evaluation templates for a wide range of technology vendor solutions.Discover a wide range of possible technology vendor solutions,driven by proprietary expert and peer insights and evaluat

53、ion templates.Evaluate using requirements,questionnaires,scorecards and more,chosen by and visible to your whole team.Select vendors using your aggregated team scores to remove bias and clarify decisions.Optimize your spend and reduce risk with a Gartner expert proposal review.Tool to evaluate tech

54、decisions and buy with more confidence3.Strategically manage sales budgetsLearn MoreYour Must-Have Toolkit for Sales Strategic Planning15Gartner for SalesFollow Us on LinkedInBecome a Client Identify metrics that will show if your plan is working.Use metrics to assess the functions performance and i

55、ts progress in delivering on strategy.Its important to understand the difference between measures(observable business outcomes that show whether your actions plans are working)and metrics(the data that quantifies those measures).To choose meaningful metrics:Focus on alignment with strategic prioriti

56、es.Dont over-engineer or over-populate your list of metrics;limit it to a few simple SMART metrics.Mix metrics as needed for different dimensions of the business(e.g.,customer,operational,human capital).Identify which metrics will specifically trigger actions predetermined by your strategic plan.You

57、 will need to revisit your strategic plan as business conditions change;make sure to realign your measures and metrics accordingly.SpecificityThe metric is sufficiently granular for the goal it measures.MeasurabilityThe metric can be measured with reasonable ease and accuracy.ActionabilityThe metric

58、 can lead to action to improve performance.RelevanceThe metric is aligned to overall objectives.TimelinessThe metric provides early warning signals of approaching risks or gaps in performance.4.Measure your progressWhatever metrics you choose must be SMART:Your Must-Have Toolkit for Sales Strategic

59、Planning16Gartner for SalesFollow Us on LinkedInBecome a Client Goal 1Goal 2Goal 3ObjectivesObjective 1Objective 2ObjectivesObjective 1Objective 2ObjectivesObjective 1Objective 2Metric 1Metric 1Metric 1TargetTargetTargetTargetTargetTargetMetric 2Metric 2Metric 2Guide to selecting metrics that measur

60、e your progress toward goals4.Measure your progressYour Must-Have Toolkit for Sales Strategic Planning17Gartner for SalesFollow Us on LinkedInBecome a Client Provide a single-page overview to simply and clearly communicate your strategic plan.Your strategic plan defines the roadmap of initiatives an

61、d portfolio of investments your function intends to pursue to execute on its commitment to drive business strategy.Putting that plan on a single page makes it easier for you to share,summarize and communicate and easier for business partners to visualize and understand.One-page templates are meant t

62、o provide a summary of your strategic roadmap,not to serve as the overall strategic plan.Make sure yours contains the initiatives identified as a part of the overall strategic planning process for your function.See the next page for a simplified view of a Gartner one-page plan(and use the fillable t

63、emplate for your planning),but note that different functions and organizations will need to customize their view,its component parts and level of detail.5.Document your strategyDid you know?Gartner clients can submit documents for review by experts who can assess and provide feedback and input for y

64、our strategy template.Your Must-Have Toolkit for Sales Strategic Planning18Gartner for SalesFollow Us on LinkedInBecome a Client One-page template to capture your strategic plan for easy communication5.Document your strategyStrategic Mission for Sales OrganizationIncrease the companys top-line growt

65、h by 12%by updating our direct engagement strategy to better meet buyers expectations and expanding our partner network.1State of Sales in 20XXTop 5 to 7 Metrics Describing Initial State Year-over-year growth rate:8%Customer retention rate:72%Multiproduct customers:28%Average deal size:$1.2 million

66、Average sales cycle:195 days Pipeline coverage ratio:2.6x Cost of sales:5.9%Top Urgency Drivers Macroeconomic uncertainty is constraining our sales budget.Buyers channel preferences are shifting to virtual engagements.Travel restrictions limit sellers ability to meet buyers in person.Top Sales Funct

67、ion InitiativesDeploy virtual sales training and enablement to field sellers.Improve e-commerce offerings to reduce overall cost of sales.Reevaluate service tiers to rightsize resource allocation.Create an SDR team to improve lead generation capabilities.Develop buyer enablement to align digital/in-

68、person messaging.Expand key account program to improve cross-sell rates.Critical Underlying Beliefs and Assumptions Customers will go online for information before engaging.High-efficiency channels are critical to maintaining margins.Economic shocks will impact small and midsize businesses more acut

69、ely.Lead generation difficulties will persist into the new year.Customers digital expectations will accelerate.State of Sales in 20XXTop 5 to 7 Metrics Describing End State Year-over-year growth rate:10%Customer retention rate:80%Multiproduct customers:35%Average deal size:$1.5 million Average sales

70、 cycle:180 days Pipeline coverage ratio:3.0 x Cost of sales:5.5%34522Your Must-Have Toolkit for Sales Strategic Planning19Gartner for SalesFollow Us on LinkedInBecome a Client Fillable template to outline your own strategic plan on a page 5.Document your strategyType in the fields below to complete

71、the interactive formStrategic Mission for Sales Organization1State of Sales inTop Urgency DriversTop Sales Function InitiativesCritical Underlying Beliefs and AssumptionsState of Sales in34522Your Must-Have Toolkit for Sales Strategic Planning20Gartner for SalesFollow Us on LinkedInBecome a Client E

72、xplore these additional complimentary resources and tools on sales strategy for sales leaders:Actionable,objective insightAlready a client?Get access to even more resources in your client portal.Log InWebinarCSOs,Improve Your Influence Across the Enterprise for Sales Strategy SuccessExplore how to i

73、mprove your influence across the commercial organization.Watch NowConferenceGartner CSO&Sales Leader ConferenceAccelerate commercial performance in an environment of perpetual change.Reserve Your SpotToolGartner Sales ScoreGet data-driven insights for prioritizing improvements within your sales func

74、tion.Learn MoreGuideSales Leadership:Proven Best Practices for SuccessDiscover the art of leading the sales function and driving impactful results.Download Now 2024 Gartner,Inc.and/or its affiliates.All rights reserved.CM_GBS_ 3048123Connect With UsGet actionable,objective insight that drives smarter decisions and stronger performance on your mission-critical priorities.Contact us to become a client:U.S.:1 866 263 8917 International:+44(0)3301 628 476Become a ClientLearn more about Gartner for Sales L connected to the latest insights