Chief Sales Officers (CSOs) with a holistic, integrated approach to sales transformation report four times more growth than their peers, according to our recent survey of consumer products companies. Even so, those high performers have only embedded 29%, on average, of the transformational capabilities. Those capabilities are in areas such as omni-channel path to purchase; digitally-enabled route to market; revenue growth management; and granular and targeted approach to servicing outlets.
The COVID-19 pandemic exposed and even accelerated limitations in Sales operations and organizations. Now is the time for CSOs to build key capabilities, to position their companies for future growth.
Data, analytics, digital and advance technologies
High performers are far more likely to have embedded digitalization, advanced technologies and analytics across the Sales function. For example, 65% of high performers say that they have specialist data scientists embedded in their commercial teams, versus 44% of their peers.
Integrated path to purchase approach
Leaders are 3 times more likely to have embedded an integrated path to purchase approach than other CPGs. Some of the specific capabilities are:
Holistic, digital approach to route to market
High performers are 50% more likely than others to have embedded a holistic, digital approach to route to market. Leveraging the ecosystem is an important part of this.
Precision outlet targeting and servicing
High performers are 2 times more likely to have implemented a granular, targeted approach to servicing outlets.
Still more room for improvement
High performers are ahead of their peers in building important Sales capabilities. However, they have embedded less than 1/3 of the transformative capabilities into their Sales organizations and operations.
Are you ready to get started?
In this time of great change, CSOs have a unique opportunity to radically improve their Sales organizations and operations. A first step is to get the digital, analytics and advanced technology foundation in place. Then, assess capability maturity across other areas, identifying current gaps. Aligning with the business and Sales strategy, build the roadmap to advance all the transformative capabilities—rather than tackling them sequentially.
A transformed Sales organization can help consumer goods companies survive—and thrive—which has never been more important.