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Global Sales Operations Association
  • Planning & Analysis
    Is Your Sales Dashboard Showing you the Right Metrics?

    Is Your Sales Dashboard Showing you the Right Metrics?

    Why do I need a Compensation Plan Designer?

    Why do I need a Compensation Plan Designer?

    Variable Compensation and the Gig Economy

    Variable Compensation and the Gig Economy

    7 Step Guide to Building a Profitable Sales Territory Plan (with Examples)

    7 Step Guide to Building a Profitable Sales Territory Plan (with Examples)

    “Look At Our Dashboards”

    “Look At Our Dashboards”

    Introduction to Sales Operations

    US Tech Market Forecast Shows a Best-Case 5% Drop in 2020

    Forecasting in a Time of Uncertainty: Tech Markets

    It’s Time to Re-prioritize Accounts and Re-balance Routes to Market

    It’s Time to Re-prioritize Accounts and Re-balance Routes to Market

    Deal Optimization – Key to Survival

    Deal Optimization – Key to Survival

  • Sales Compensation
    • All
    • ICM Tools
    • Incentive Travel
    • Plan Design

    Sales VP Compensation – Sales Plan or Executive Plan?

    Does the size of our company determine which SPM platforms we should evaluate?

    Does the size of our company determine which SPM platforms we should evaluate?

    What is the Difference Between a Commission and a Bonus?

    What is the Difference Between a Commission and a Bonus?

    How much of our sales team should we include in our President’s Club?

    How much of our sales team should we include in our President’s Club?

    Sales Compensation Plan Templates

    Sales Compensation Plan Templates

  • Excellence
    The 21 Buying Methodologies

    The 21 Buying Methodologies

    New Sales Leader? Avoid these 3 Common Mistakes

    New Sales Leader? Avoid these 3 Common Mistakes

    What’s Your Ideal Customer Profile

    What’s Your Ideal Customer Profile

    A Guide to OKRs for the Sales Ops Leader

    A Guide to OKRs for the Sales Ops Leader

    4 Keys to Successful Sales Management Meetings

    4 Keys to Successful Sales Management Meetings

    Sales Math: The Impact of Discounting

    Sales Math: The Impact of Discounting

    Revenue Operations Holds the Key to Unlocking Growth in 2022

    Revenue Operations Holds the Key to Unlocking Growth in 2022

    Sales Math – Pipeline Principles

    Sales Math – Pipeline Principles

    What’s The Purpose Of A Pipeline Review?

    What’s The Purpose Of A Pipeline Review?

  • Enablement
    The 21 Buying Methodologies

    The 21 Buying Methodologies

    What’s Your Ideal Customer Profile

    What’s Your Ideal Customer Profile

    The 5 Levels of Relationship in Sales

    The 5 Levels of Relationship in Sales

    What’s The Difference Between Sales Enablement And School?

    What’s The Difference Between Sales Enablement And School?

    Training Reinforcement: Is it Back to Business as Usual?

    Training Reinforcement: Is it Back to Business as Usual?

    Give your Sales People what they need!

    Give your Sales People what they need!

    Which Sales Methodology?

    Which Sales Methodology?

    The Rise of Virtual Selling and the Implications for Sales Enablement

    The Rise of Virtual Selling and the Implications for Sales Enablement

    A Sales Enablement Conundrum: Who’s Coaching the Coach?

    A Sales Enablement Conundrum: Who’s Coaching the Coach?

  • Technology
    Data Science and Sales Operations: Driving Greater Predictability Together in Uncertain Times

    Data Science and Sales Operations: Driving Greater Predictability Together in Uncertain Times

    Building a B2B SalesTech Stack for Growth

    Building a B2B SalesTech Stack for Growth

    Does the size of our company determine which SPM platforms we should evaluate?

    Does the size of our company determine which SPM platforms we should evaluate?

    The Boom In Sales Technology

    The Boom In Sales Technology

    Setting your 2021 CRM Enhancement Priorities

    Setting your 2021 CRM Enhancement Priorities

    Do You Really Need Sales Automation?

    Do You Really Need Sales Automation?

    How the New AI – Authentic Intelligence – Can Improve Sales Productivity

    Use Tableau to Track the Virus Through Actionable Data

    Use Tableau to Track the Virus Through Actionable Data

    “You Are Doing Everything Wrong!”

    “You Are Doing Everything Wrong!”

  • Performance
    What to Measure in Sales?

    What to Measure in Sales?

    The Pipeline and Forecast are Different

    The Pipeline and Forecast are Different

    Ignite Your Sales Performance at the Intersection of Purpose and Passion

    Ignite Your Sales Performance at the Intersection of Purpose and Passion

    How Sales Reps Are Hitting Quotas Without Hitting the Streets

    How Sales Reps Are Hitting Quotas Without Hitting the Streets

    Buying Is About People, Why Isn’t Selling?

    Buying Is About People, Why Isn’t Selling?

    The secret to High Performing Sales Teams – Analytics

    The secret to High Performing Sales Teams – Analytics

    Variable Compensation and the Gig Economy

    Variable Compensation and the Gig Economy

    On Measuring Sales Performance

    On Measuring Sales Performance

    “Look At Our Dashboards”

    “Look At Our Dashboards”

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  • Planning & Analysis
    Is Your Sales Dashboard Showing you the Right Metrics?

    Is Your Sales Dashboard Showing you the Right Metrics?

    Why do I need a Compensation Plan Designer?

    Why do I need a Compensation Plan Designer?

    Variable Compensation and the Gig Economy

    Variable Compensation and the Gig Economy

    7 Step Guide to Building a Profitable Sales Territory Plan (with Examples)

    7 Step Guide to Building a Profitable Sales Territory Plan (with Examples)

    “Look At Our Dashboards”

    “Look At Our Dashboards”

    Introduction to Sales Operations

    US Tech Market Forecast Shows a Best-Case 5% Drop in 2020

    Forecasting in a Time of Uncertainty: Tech Markets

    It’s Time to Re-prioritize Accounts and Re-balance Routes to Market

    It’s Time to Re-prioritize Accounts and Re-balance Routes to Market

    Deal Optimization – Key to Survival

    Deal Optimization – Key to Survival

  • Sales Compensation
    • All
    • ICM Tools
    • Incentive Travel
    • Plan Design

    Sales VP Compensation – Sales Plan or Executive Plan?

    Does the size of our company determine which SPM platforms we should evaluate?

    Does the size of our company determine which SPM platforms we should evaluate?

    What is the Difference Between a Commission and a Bonus?

    What is the Difference Between a Commission and a Bonus?

    How much of our sales team should we include in our President’s Club?

    How much of our sales team should we include in our President’s Club?

    Sales Compensation Plan Templates

    Sales Compensation Plan Templates

  • Excellence
    The 21 Buying Methodologies

    The 21 Buying Methodologies

    New Sales Leader? Avoid these 3 Common Mistakes

    New Sales Leader? Avoid these 3 Common Mistakes

    What’s Your Ideal Customer Profile

    What’s Your Ideal Customer Profile

    A Guide to OKRs for the Sales Ops Leader

    A Guide to OKRs for the Sales Ops Leader

    4 Keys to Successful Sales Management Meetings

    4 Keys to Successful Sales Management Meetings

    Sales Math: The Impact of Discounting

    Sales Math: The Impact of Discounting

    Revenue Operations Holds the Key to Unlocking Growth in 2022

    Revenue Operations Holds the Key to Unlocking Growth in 2022

    Sales Math – Pipeline Principles

    Sales Math – Pipeline Principles

    What’s The Purpose Of A Pipeline Review?

    What’s The Purpose Of A Pipeline Review?

  • Enablement
    The 21 Buying Methodologies

    The 21 Buying Methodologies

    What’s Your Ideal Customer Profile

    What’s Your Ideal Customer Profile

    The 5 Levels of Relationship in Sales

    The 5 Levels of Relationship in Sales

    What’s The Difference Between Sales Enablement And School?

    What’s The Difference Between Sales Enablement And School?

    Training Reinforcement: Is it Back to Business as Usual?

    Training Reinforcement: Is it Back to Business as Usual?

    Give your Sales People what they need!

    Give your Sales People what they need!

    Which Sales Methodology?

    Which Sales Methodology?

    The Rise of Virtual Selling and the Implications for Sales Enablement

    The Rise of Virtual Selling and the Implications for Sales Enablement

    A Sales Enablement Conundrum: Who’s Coaching the Coach?

    A Sales Enablement Conundrum: Who’s Coaching the Coach?

  • Technology
    Data Science and Sales Operations: Driving Greater Predictability Together in Uncertain Times

    Data Science and Sales Operations: Driving Greater Predictability Together in Uncertain Times

    Building a B2B SalesTech Stack for Growth

    Building a B2B SalesTech Stack for Growth

    Does the size of our company determine which SPM platforms we should evaluate?

    Does the size of our company determine which SPM platforms we should evaluate?

    The Boom In Sales Technology

    The Boom In Sales Technology

    Setting your 2021 CRM Enhancement Priorities

    Setting your 2021 CRM Enhancement Priorities

    Do You Really Need Sales Automation?

    Do You Really Need Sales Automation?

    How the New AI – Authentic Intelligence – Can Improve Sales Productivity

    Use Tableau to Track the Virus Through Actionable Data

    Use Tableau to Track the Virus Through Actionable Data

    “You Are Doing Everything Wrong!”

    “You Are Doing Everything Wrong!”

  • Performance
    What to Measure in Sales?

    What to Measure in Sales?

    The Pipeline and Forecast are Different

    The Pipeline and Forecast are Different

    Ignite Your Sales Performance at the Intersection of Purpose and Passion

    Ignite Your Sales Performance at the Intersection of Purpose and Passion

    How Sales Reps Are Hitting Quotas Without Hitting the Streets

    How Sales Reps Are Hitting Quotas Without Hitting the Streets

    Buying Is About People, Why Isn’t Selling?

    Buying Is About People, Why Isn’t Selling?

    The secret to High Performing Sales Teams – Analytics

    The secret to High Performing Sales Teams – Analytics

    Variable Compensation and the Gig Economy

    Variable Compensation and the Gig Economy

    On Measuring Sales Performance

    On Measuring Sales Performance

    “Look At Our Dashboards”

    “Look At Our Dashboards”

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Global Sales Operations Association
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Home Strategy

Four Risks Growth Leaders Must Consider for 2022, Part Two: Disproportionate Budget Allocation to ‘Feet on the Street’

Martha Mathers by Martha Mathers
in Strategy
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Four Risks Growth Leaders Must Consider for 2022, Part Two: Disproportionate Budget Allocation to ‘Feet on the Street’
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CEOs are increasing sales and marketing investment more than any other functional area in 2022, and most GTM leaders are funneling a significant portion of that investment to quota-carrying reps. However, where typical performers are on pace with winning companies when it comes to investment in people-intensive areas such as inside sales, field sellers, and key account reps, high-growth companies are much more likely to invest in areas that boost productivity and help teams work more efficiently: digital selling and enablement.

difference in percent of GTM leaders planning increased investment

Digital selling and enablement innovation can support greater productivity from both new and existing hires by shifting capacity to digital channels and delivering a superior buying experience from your customers’ point of view. While the pandemic altered B2B buying drastically, we’ve found that most companies have a long way to go before they can claim a digital buying experience. Most of the typical-growth companies represented in this research have taken their typical sales process and dropped it into Zoom. 

To assess the quality of your own digital selling capability, leaders should audit their companies’ buying journeys and encourage their teams to double down in digital selling tactics to accelerate results in 2022:

RelatedPosts

Four Risks Growth Leaders Must Consider for 2022, Part Four: Too Much Agility

Four Risks Growth Leaders Must Consider for 2022, Part Three: CX Initiatives That Are No More Than Lip Service

Four Risks Growth Leaders Must Consider for 2022, Part One: Unrealistic Assumptions Around Talent Acquisition

How Sales Reps Are Hitting Quotas Without Hitting the Streets

  • Digital content and tools. Sales and marketing teams should partner together to evaluate how effectively content supports digital buying journeys and where additional assets might support buyer progress toward a purchase. For example, diagnostic tools and benchmarking data can motivate buyers relatively early on in their journeys, while the data these tools generate help tailor marketing engagement efforts and seller interactions. Buying guides help frame the key capabilities required for a solution and lead buyers to favor one vendor over another.
  • Data-driven intelligence. Investments in data & analytics can help organize and focus seller time and energy, arming them with insights around which buyers to prioritize and why, what sales play/tactics to run, which digital experiences or content assets to highlight for sellers, and how buyers have engaged with the supplier to-date. And as companies aggregate account- and contact-level data, it can reveal detailed insight about the buying group, customer journey, and potential gaps that reps may need to quickly fill. 
  • Clear and consistent buyer and seller experiences. Sales enablement leaders must help both buyers and sellers navigate the many disruptions in B2B purchasing. For buyers, their efforts should focus on aligning buying messages and tools across multichannel purchase experiences, and for sellers, enablement must simplify rep experiences, offering fewer entry points to data and tools and aligning seller resources to their daily workflow.

Talent acquisition versus productivity improvement may be an “and” and not an “either/or” scenario for many organizations. However, they go hand in hand. If plans and budgets account for more ‘feet on the street”, this will take time given current market conditions. Therefore, current teams must produce at best-practice levels — approximately two-thirds of reps should be at quota. If your organization isn’t meeting those targets, begin with productivity. Digital selling, sales enablement, and revenue operations all represent high-potential levers for boosting sales capacity. If additional resources are required, talent acquisition and increased goals may be the right path, with CFO and CEO review and prudent capital allocation.

To learn about additional risks facing commercial leaders in 2022, click here to read our full report. 


“Four Risks Growth Leaders Must Consider for 2022” is a four-part series from SBI Research. Join us each week for a deep dive into each of the risks outlined in our recent report.

  1. Unrealistic assumptions about talent
  2. Disproportionate budget allocation to ‘feet on the street’
  3. CX Initiatives that are no more than lip service
  4. Too much agility
Tags: Revenue Growth
Previous Post

Four Risks Growth Leaders Must Consider for 2022, Part One: Unrealistic Assumptions Around Talent Acquisition

Next Post

Four Risks Growth Leaders Must Consider for 2022, Part Three: CX Initiatives That Are No More Than Lip Service

Martha Mathers

Martha Mathers

Martha Mathers joined SBI in 2021 as Head of Research, where she oversees all research activities and manages a team of researchers, content creators, and data analysts. SBI’s research capability focuses on sourcing innovative revenue growth approaches, synthesizing emergent trends in the marketplace, and assembling world-class benchmarking capabilities. Prior to SBI, Martha held leadership roles within the Vista Equity Partners portfolio, leading product marketing, customer marketing, and content marketing engagements with Vista’s portfolio of market-leading software and technology companies and helping lead portfolio company Granicus to a successful exit through her leadership of Product Marketing and Demand Generation. Martha also spent 10 years at CEB and then Gartner as a Managing Vice President, leading and delivering on Gartner’s strategy for its products serving F500 and Global 1000 CMOs with particular focus on marketing strategy and organizational design, content marketing, demand generation and sales enablement, product marketing, and B2B customer behavior and insights.

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Training Reinforcement: Is it Back to Business as Usual?

Training Reinforcement: Is it Back to Business as Usual?

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