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Mercuri International Research
We regularly perform independent and collaborative studies of new phenomena in B2B sales and marketing. Based on this research we help managers and firms create sustainable organic growth through exceptional sales training and skills programs.
Training Trends 2020
Let’s get it out of the way early on – 2020 was an ‘unusual’ year. Individual global events – any of which would redefine the business landscape have all arrived at the same time, resulting in a perfect storm of rapid market change.
To better understand how businesses are coping with these changes, Mercuri International conduced a survey across a wide range of industries, spanning 17 countries, speaking to executives in a broad range of roles, from companies with 50 employees to those with over 5000.
We wanted to know how they were reacting to the new reality, the changes to their training budgets, methodologies, and strategies – and how they were seeking to engage with customers in the year ahead.
To better understand how businesses are coping with these changes, Mercuri International conduced a survey across a wide range of industries, spanning 17 countries, speaking to executives in a broad range of roles, from companies with 50 employees to those with over 5000.
We wanted to know how they were reacting to the new reality, the changes to their training budgets, methodologies, and strategies – and how they were seeking to engage with customers in the year ahead.
Hard Facts About Sales Logic
Studies conducted on sales have traditionally focussed on successful salespeople, which has limited our knowledge of sales to what distinguishes successful salespeople from less successful ones (with no distinction of sales to consumers and sales to business, to boot). This is a serious limitation.
Prosales’ research can now conclude that companies engaged in business-to-busi-
ness sales (B2B) can benefit from organising their sales according to the purchase
complexity of their business deals. Business deals that are low in purchase com-
plexity demand entirely different sales strategies and steering compared to ones
with high levels of purchase complexity. Companies that organise, steer and ma-
nage their sales in a manner that is adequate for the purchase complexity of their
business deals, have better profitability and higher levels of growth, in comparison
to companies who fail to a ccount for the purchase complexity of their business
deals.
Successful B2B sales aren’t about the salesperson, they’re about sales management
– how the sales operation is organized.
Prosales’ research can now conclude that companies engaged in business-to-busi-
ness sales (B2B) can benefit from organising their sales according to the purchase
complexity of their business deals. Business deals that are low in purchase com-
plexity demand entirely different sales strategies and steering compared to ones
with high levels of purchase complexity. Companies that organise, steer and ma-
nage their sales in a manner that is adequate for the purchase complexity of their
business deals, have better profitability and higher levels of growth, in comparison
to companies who fail to a ccount for the purchase complexity of their business
deals.
Successful B2B sales aren’t about the salesperson, they’re about sales management
– how the sales operation is organized.
B2B Remote Sales Report - How to combine e-commerce and inside sales with other sales channels.
Digitalization is having an increasing noticeable impact on B2B firms. Not least on the mix of sales channels. When we recently researched the use of digital sales and marketing technology in Nordic B2B firms, more than 80% of the respondents stated to either have been, or currently being in the process of, introducing new sales channels as a result of changes in customer buying behaviours brought on by
digitalisation. 1 For many this implies downsizing “high touch” sales channels such as field sales and key account management and ramping up “low touch” ones such as online and inside sales. Thus, B2B firms with legacy sales organisations need to rethink what constitutes an optimal channel mix, how this shift in channel dynamics will impact the business strategy as well as how to structure and dimension go-to-market organizations based on that.
digitalisation. 1 For many this implies downsizing “high touch” sales channels such as field sales and key account management and ramping up “low touch” ones such as online and inside sales. Thus, B2B firms with legacy sales organisations need to rethink what constitutes an optimal channel mix, how this shift in channel dynamics will impact the business strategy as well as how to structure and dimension go-to-market organizations based on that.
B2B Sales Organization In Practice - six organizational challenges for B2B sales management
In 1975, the head of IBM famously said “I don’t think IBM, or anyone else, knows how to sell solutions”. Since then, several solid, evidence-based descriptions of how to pursue complex
sales (other labels for the same concept include “consultative selling”, “solution selling”, “stra-
tegic sales”, “enterprise selling”, etc) has been published. Prosales has done its own research on
complex sales and can say that, yes, Neil Rackham’s Major Account Sales Strategy, Miller-
Heiman’s Strategic Sales and Microsoft’s New Solution Selling are quite accurate.
Even then, effective sales organization remains elusive for many companies.
An important part of the answer is that sales management – including the books mentioned –
has focused on individuals and not organization. The salesperson has been the center of atten-
tion, not the sales organization. This has historical reasons – during the 20th century, the view
of sales as the sovereign domain of the travelling salesman pushing his product for a commis-
sion became entrenched in western culture 1 . In fact, this 20th century sales model has become
institutionalized to such a degree that many sales managers that Prosales meets cannot break free of it. The focus of finding and keeping stables of top salespersons has been dominant; if any effort has been spent on organizing sales it has mostly gone into sales administration.
sales (other labels for the same concept include “consultative selling”, “solution selling”, “stra-
tegic sales”, “enterprise selling”, etc) has been published. Prosales has done its own research on
complex sales and can say that, yes, Neil Rackham’s Major Account Sales Strategy, Miller-
Heiman’s Strategic Sales and Microsoft’s New Solution Selling are quite accurate.
Even then, effective sales organization remains elusive for many companies.
An important part of the answer is that sales management – including the books mentioned –
has focused on individuals and not organization. The salesperson has been the center of atten-
tion, not the sales organization. This has historical reasons – during the 20th century, the view
of sales as the sovereign domain of the travelling salesman pushing his product for a commis-
sion became entrenched in western culture 1 . In fact, this 20th century sales model has become
institutionalized to such a degree that many sales managers that Prosales meets cannot break free of it. The focus of finding and keeping stables of top salespersons has been dominant; if any effort has been spent on organizing sales it has mostly gone into sales administration.
Aware, But Not Ready.
B2B Sales & Marketing Digitalization Study
Digitalization has an increasingly profound impact on all parts of society. The ability to embrace the opportunities of – and avoid the risk it presents is a key success factor for all organizations looking to stay relevant. In advising B2B firms on how to generate sustainable organic growth, ProSales Consulting is often asked to provide guidance on "where", "how", and not least "why" digital technologies should be applied within our clients' go-to-market functions and processes.
This report provides a foundation for approaching investment decisions related to "digitalization" of revenue-generating functions such as marketing and sales.
This report provides a foundation for approaching investment decisions related to "digitalization" of revenue-generating functions such as marketing and sales.
The Six Battlefields - Win The Competition
Most companies nowadays are established in mature markets, where it is critical to consistently repress the competition. In this respect, the (potential) customer usually has a positive attitude towards his current partner. It is thus essential to change this mind-set.
However, the traditional SWOT analysis, positionings and value propositions created by the marketing division do not sufficiently help anymore. They focus on the overall market rather than on the competitor, and are often too optimistic and therefore further support the customer’s perception that all suppliers are comparable.
Yet, when looking closely, the profiles of the competitors show very different strengths and weaknesses. Strengths
and weaknesses the sales departments must be prepared for. They need a master plan which clearly indicates which battlefields the confrontation with the competition must take place in order to generate growth for their own company. Top performing organisations consistently recognise their key accounts.
This is where the “Six Battlefields” concept, developed by Mercuri International, provides solutions. It identifies Six
Battlefields in which you have to measure yourself with the competition in order to convince the customer. Each Battle-
field requires a specific approach strategy that successfully differentiates us from the competitor and gets the customer out of his “all the same lethargy”.
However, the traditional SWOT analysis, positionings and value propositions created by the marketing division do not sufficiently help anymore. They focus on the overall market rather than on the competitor, and are often too optimistic and therefore further support the customer’s perception that all suppliers are comparable.
Yet, when looking closely, the profiles of the competitors show very different strengths and weaknesses. Strengths
and weaknesses the sales departments must be prepared for. They need a master plan which clearly indicates which battlefields the confrontation with the competition must take place in order to generate growth for their own company. Top performing organisations consistently recognise their key accounts.
This is where the “Six Battlefields” concept, developed by Mercuri International, provides solutions. It identifies Six
Battlefields in which you have to measure yourself with the competition in order to convince the customer. Each Battle-
field requires a specific approach strategy that successfully differentiates us from the competitor and gets the customer out of his “all the same lethargy”.
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