SALES IQ
Five Strategies for Transforming to a Best-in-Class Sales Organization
MEERA MEHTA
In a recent survey of more than 330 leading sales or- ganizations, Aberdeen Group asked business lead- ers about what business pressures keep them awake at night. Not surprisingly, the number one issue is delivering revenue growth in an increasingly com- petitive environment with lengthening sales cycles.
In a recent survey of more than 330 leading sales organizations, Aber- deen Group asked business leaders about what business pressures keep them awake at night. Not surprising- ly, the number one issue is deliver- ing revenue growth in an increas- ingly competitive environment with
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lengthening sales cycles. During these surveys, Aberdeen
Group also gathered detailed perfor- mance metrics to rank the surveyed organizations in terms of overall cor- porate performance – identifying the key differentiated behaviors of best- in-class sales organizations (the top
20 percent of aggregate corporate performance scores). What strategies have worked for these high-perform- ing organizations?
STRATEGY #1: USE CUSTOMER ENGAGEMENT DATA The average sales cycle for best- in-class sales teams is 16 percent shorter than that of underperform- ers. The secret? For many, it’s using analytics to track sales content effectiveness. Top performers are three times
more likely to use analytics to im- prove the quality of marketing con- tent and overall sales effectiveness. In fact, best-in-class sales organiza- tions are 1.2 times more likely than other organizations to have and
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