Identifing and focus on high priority areas, and to analyze all the key areas of the sales function
Identifing and focus on high priority areas, and to analyze all the key areas
These days, sales functions are asked to do more than ever. They deepen relationships with customers, play a critical role in strengthening brands, act as a vital source of market information, and most importantly, increase revenue. This breadth of activity makes it all the more difficult to pinpoint strengths and weaknesses, and to work out how and where to make improvements. That’s why we’ve developed an approach to sales effectiveness that gives you the insights and direction you need.
Though sales opportunities, deal sizes and conversion rates are fundamental KPIs for sales function, we believe the core focus of every sales function needs to be the customer and the most successful organizations are those that balance what the customer wants with what the business can deliver.
At the heart of the KPMG Sales Effectiveness approach lie two unique diagnostic tools. We use these to identify and focus on high priority areas, and to analyze all the key areas of the sales function. By pinpointing efficiencies across the sales process, our approach hones in on the right solutions quickly, without jumping ahead too soon.
Sales Maturity Assessment
KPMG’s diagnostic tool that focuses on improving the overall effectiveness of your sales organization across the entire sales lifecycle by:
— Diagnosing the challenges
— Measuring expectations against reality
— Comparing team performance to industry norms
— Developing and prioritizing next steps
— Incorporating 360° feedback.
KPMG’s approach to identify and priorities gaps and opportunities in clients’ current state capabilities, and develop an implementation roadmap to guide the transition to the desired future state through four lenses:
— Strategy, including target markets, product/service offerings, value propositions and customer segments.
— Process, including end-to-end sales, support and operations.
— Operating Model, including organization size and structure, skills and capabilities.
— Technology, including CRM and SPM capabilities.