The digital revolution

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3 The game has changed Chief sales officers (CSOs) have always faced an uphill battle when it comes to growing their revenues and, more importantly, profitable growth. That s because shareholder demands, competitive threats and customer expectations never decline. They only rise. Complicating matters even more are three trends that are now redefining the art and science of sales: Nonstop customers The digital revolution The deal is never done. Customers now have access to more knowledge and opinions, through more channels, than ever before. This information much of which is beyond a company s control plays a significant role in shaping customer preferences and expectations for personalized experiences. In this always-on environment, the traditional linear buying process, which begins with awareness and ends with purchase and loyalty, has lost its relevance and is simply too slow, too static and too generic to address the needs of today s buyers. With the advance of digital technologies, buyers are always in a dynamic and multi-directional channel, where they can constantly evaluate (and re-evaluate) whether a promise made by a supplier is a promise delivered. (Learn more about Accenture s Nonstop Customer model). IT no longer encompasses a set of tools that enable sales processes. Digital disruptions and cloud-based technologies have become important catalysts for business transformation. For example, digital selling which applies digital tools, online and social media to enable digital relationships and drive sales across multiple channels is fast emerging as a primary driver of market differentiation, business growth and profitability. When selecting technologies to support or improve their organizations sales performance, CSOs need to realize that the true value of those investments will lie in their ability to drive broader transformation programs. The evolving role of the CSO Not long ago, CSOs had a singular focus: optimizing sales performance. Executing against that goal is still a fundamental component of their jobs. However, success today is increasingly measured in terms of profitability. This means that CSOs must identify and act upon a host of opportunities to streamline sales processes, target and engage with high-value customers, and boost the performance of every sales agent. In other words, the CSO role has become more multi-dimensional and CSOs are expected to wear many hats among them, chief profitability officer, chief transformation officer, chief coaching officer and even chief customer officer. Each of these trends has strategic implications, not just for the sales organization and the CSO, but also for marketing, customer service and any other functional area that touches the customer. For all of them, agility, hyper-relevance, personalized interactions, and the ability to move from insight to action are new hallmarks of high performance Sales Performance Optimization Study Accenture, in collaboration with CSO Insights, a leading research and benchmarking organization, conducted in 2014, the 20th annual study on sales performance optimization. We surveyed 1,200+ sales executives from different industry groups around the world to assess current sales performance, challenges facing sales teams, and what organizations are doing to address those challenges. In this year s study, 95 respondents represented organizations with more than $1 billion in sales. 3

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5 CSOs skepticism of achieving their targets is reflected in sales quota achievement. For five consecutive years, the percentage of sales representatives achieving their annual quotas climbed culminating in 2013 at a level of 67.2 percent. In 2014, nearly 10 percent fewer sales reps are expected to achieve their quotas (see Figure 2). What makes this drop particularly noteworthy is the fact that both revenue targets and sales quotas have also been set lower in 2014 (see Figures 3 and 4). Specifically, quotas have been re-allocated from the $2.5- $4 million to the $.5-$1 million range. Even at these lower target levels, CSOs do not expect their reps to reach their goals. Figure 2. Sales quota achievement has declined for the first time in years. 100% Figure 3. Revenue target achievement has also declined for the first time in years. 100% 80% 60% 64% 64% 67% 59% 90% 89% 90% 92% 40% 87% 20% 0% % Source: 2014 CSO Insights Sales Performance Optimization Study Source: 2014 CSO Insights Sales Performance Optimization Study 5

6 Figure 4. Average annual sales quotas have been decreased. 40% 38% 35% 32% 32% 30% 29% < $500,000 $500,001 - $1,000,000 25% 24% $1,000,001 - $1,500,000 20% 15% 10% 6% 14% 18% 16% 17% 13% 16% 14% 12% 8% 9% 7% 12% 16% 6% 12% 11% 17% 22% $1,500,001 - $2,500,000 $2,500,001 - $4,000,000 > $4,000,000 5% 0% Source: 2014 CSO Insights Sales Performance Optimization Study Sale processes and systems are at their breaking point. Together, these statistics present a grim reality: sales performance is dropping. This calls into question the value of companies past efforts to improve their sales effectiveness. Prior to 2014, several initiatives had gained considerable traction, year over year. These included aligning sales tools to customer behaviors, revising channel strategies, and improving sales representatives access to information. Yet, the lackluster outcomes of those (and many other initiatives) suggest that CSOs have not been building the right process, talent, technology and customer capabilities to drive high performance. Rather, they have been investing in programs that yield little value. And, because they have done so over a period of years, sales systems and processes have grown more complex and less effective. Today, these processes and systems are at their breaking point. It is time for CSOs to rethink their investments and, more broadly, the effectiveness of old sales models in a dynamic, always-on and always-connected environment. The message is clear: CSOs can no longer rely on their old playbooks. An entirely new approach to sales is required. 6

7 The case for agile selling Companies today need to be smarter about enhancing their returns on sales investments. They need to capitalize on emerging trends to create a more dynamic sales capability that will grow revenue and build loyalty. And they need to transform their traditional sales approach to meet the needs of an always-connected customer who expects to be served and sold to in a completely different way. In short, they need to adopt an agile selling approach. At its core, agile selling is about: Architecting the sales experience to serve the Nonstop Customer interacting with customers on their terms Streamlining the buying process by using data to gain insights and prioritizing digital and cloud investments Strategically aligning working sales spend with an intense focus on ROI to power profitable growth Investing in price strategy adoption and deal level governance Crushing the silos that slow down the sales process, as well as embracing the evolving role of retail and channel partners. Accenture s research and experience has shown that an agile selling approach can be a primary source of competitive differentiation and sustainable growth. It can also produce significant improvements in sales force performance, which translates into bottom-line savings. The case for agile selling has never been stronger. Yet, most companies have not adopted the agile selling principles that are now required. In some cases, the lack of action is due to CSOs refusal to let go of the traditional selling approaches they have developed over the years. In others, the value of agile selling has not been achieved because CSOs simply don t know where to invest. Accenture s research and experience suggests that tremendous opportunities exist for those companies willing to throw out their old playbooks in favor of five new sales imperatives. We believe each imperative has the potential to be transformative in terms of its potential impact on sales performance and profitable growth. A new agile selling playbook comprises five imperatives for achieving sales transformation and growth at S-P-E-E-D. Spend optimization Price and profit optimization Execution and operations excellence Enablement of sales talent Digital selling and dynamic channels 7

8 Imperative #1: Put your money where your profitability is Spend optimization Agile sellers strategically align their working sales spend to power profitable growth and bolster returns on investments. Companies spend a huge portion of their sales and marketing budgets on efforts aimed at generating qualified customer leads and driving profitable sales. Expenditures fall into four general categories: advertising, channel incentives (such as partner promotions and rebates), sales incentives (such as sales representative commissions and bonuses), and price discounts. For large companies, the cost of channel and sales incentives can total hundreds of millions if not billions of dollars every year. As CSOs are increasingly charged with boosting an organization s profitability, it is critical that they understand the impact of their spending. Surprisingly, only two-thirds of billion-dollar companies analyze the returns of their investments. Nearly onequarter of sales executives do not track returns at all. And nearly 10 percent do not know if their sales compensation, incentive or promotional spending is analyzed. 1 Without those insights, it is very difficult to know what s working, what s not, and where to prioritize future investments. Among sales executives that do track ROI, approximately 60 percent believe their compensation and incentive programs are motivating their agents to retain existing business, sell new products, or pursue cross- and up-sell opportunities. This is encouraging, since each of these activities is important for sales growth. However, far fewer executives are looking at how well their sales spending drives profitability. For example, only 41 percent feel that their incentive programs are adequately encouraging the sales of higher-margin products. And less than a third use incentive programs to encourage their reps to avoid excessive discounting. 2 It s time for CSOs to optimize their sales spending. This imperative calls for CSOs to align the costs that they control and influence namely, sales and channel incentives, rebates and discounts to the activities that are most likely to power profitable growth. In other words, they must simultaneously optimize their spending and enhance their returns. Pricing prowess A global oilfield services provider lagged its peers in terms of profitability. Its subpar margin performance was due to several factors, including the company s gut-feel approach to pricing and the limited visibility it had into the true costs of serving each customer. By segmenting its products and customers (and then aligning new pricing strategies to each), the company achieved a $1.2 billion boost in margins. It also eliminated many of its price-execution errors and gained a much better understanding of how to serve its most profitable customers. 8

9 Imperative #2: Master the art of the deal Price and profit optimization Pricing is a key driver for customer decision-making and one of three key levers (along with asset productivity and cost containment) that impacts shareholder value and stock price. Often described as a process, pricing really encompasses a set of capabilities that enable companies to optimize yield, maintain (or gain) market share, retain (or attract) customers, and minimize (or eliminate) unmanaged discounting. Achieving these benefits requires most organizations to transition from basic cost-based pricing models to dynamic, data-driven approaches that employ customer-centered and contextual pricing approaches. Two areas of pricing, in particular, hold promise for CSOs, since both are under the direct control of the sales organization. The first is deal pricing, which focuses on bundling offers and aligning those bundles to customer segments, thereby optimizing deal profitability via better margins and higher win rates. The second is negotiation/ execution. By mastering this pricing capability, companies can more effectively manage risks and capture contract leakage, and also carry out complex negotiations with greater confidence. The results include better responsiveness to volatile market conditions and a reduction in discounting, as well as administrative expenses. CSOs can directly drive profitability by addressing the following: First, they need to create awareness and consistently reinforce the importance of profitable sales, not just topline revenue (i.e., every deal cannot be a must win deal). Secondly, CSOs should monitor and measure the expected value of respective sales (i.e., CSOs should use analytics to evaluate what s in the pipeline and the potential profitability of each deal). Thirdly, they should work with Talent executives to incorporate sales training modules on data-driven and contextual pricing as well as consider changing rep and third-party compensation structures to incent on deal profitability, not just revenues. Agile sellers use analytics to develop a customer-centered and contextual pricing approach to increase profits. They also provide sales teams the insights and tools to know when and how to negotiate. 9

10 Imperative #3: Focus on experience and insights Execution and operations excellence CSOs have long recognized that sales playbooks, sales processes and supporting technologies all play critical roles in optimizing the customer buying process and bolstering sales productivity. Yet most have found it difficult to implement on-theground solutions that do more than make their existing capabilities more efficient. By changing the rules, companies can develop entirely new capabilities, redefine their sales approaches, and create insight engines that drive sustainable growth and profitability. Accenture advocates that companies pursue execution excellence in three areas. Write a new process playbook one based on customer expectations and experiences In 2014, the number of companies achieving their revenue targets and individual sales quotas dropped significantly as compared to prior years. One of the reasons for this drop may be the fact that sales representatives are spending less time selling and more time focused on administrative tasks. In 2014, sales reps are spending only 34 percent of their time selling. In response to this trend, CSOs have two options. They can make organizational changes that free their reps to spend more time with customers. Or they can implement changes to ensure that their sales teams have the capabilities and insights they need to make the most of their limited selling time. In the latter case, our research has shown that organizations that have achieved their sales goals more consistently than their peers prioritize their sales objectives differently. Specifically, they focus more on improving margins and retaining existing customers. Their counterparts, in contrast, place more emphasis on increasing customer share and new customer acquisitions (see Figure 5). Figure 5. Executives top three objectives for the next 12 months includes increasing sales effectiveness. 0% 10% 20% 30% 40% 50% 60% Increase sales effectiveness 57% Increase existing account penetration 39% Capture new accounts 38% Improve customer loyalty 36% Optimize deal size 32% Improve margins/reduce discounting 26% Optimize lead generation 19% Increase win rates 18% Reduce sell cycle time 14% Improve team selling Reduce new rep ramp-up time 13% 12% Increase reoder/renewal rates 8% Other 3% 10 Source: 2014 CSO Insights Sales Performance Optimization Study

11 CSOs are taking notice of what can happen when sales investments are reprioritized. They are following the example of their leading-edge peers by rethinking how they can create a more dynamic sales operation. For the first time in years, they are planning to pay more attention to realigning team structures and sales processes than to implementing new CRM technologies (see Figure 6). There s more good news. Sales executives we surveyed are finally recognizing the need to implement systemic changes to sales processes and behaviors. For example, 58 percent want to improve their ability to take advantage of cross- and up-sell opportunities. And 65 percent want to improve their ability to penetrate other business units. Perhaps most tellingly, leaders generally agree on the growing need to improve their sales planning and sales management capabilities (see Figure 7). Figure 6. Sales effectiveness initiatives reflect structural and process issues. 0% 10% 20% 30% 40% 50% Revising sales team structure 38% 438% Improving rep access to information 42% 50% Enhancing sales team communications 39% 42% Revising sales process 27% 33% New CRM tools 32% 37% Enhancing lead generation Aligning sales and marketing Revising sales tools 25% 27% 30% 29% 34% 35% Analyzing buying process Revising channel strategy 18% 26% 29% 26% Revising compensation Revising sales rep hiring strategy 13% 14% 24% 28% Source: 2014 CSO Insights Sales Performance Optimization Study 11

12 Figure 7. Sales leaders recognize that sales management and sales planning capabilities are lacking in discipline and effectiveness. What Needs Improving in the Area of Sales Planning? What Needs Improving in the Area of Sales Management? 0% 20% 40% 60% 80% 0% 20% 40% 60% 80% Effectively incubating promising leads for the future 63% 65% Accurately forecasting business 46% 54% Properly qualifying and prioritizing opportunities 51% 64% Continually adapting business process for market changes 40% 53% Prioritizing accounts to focus selling efforts 44% 53% Effectively sharing best practices * 49% Developing sales strategy plans for major opportunities 40% 50% Giving sales managers timely, accurate sales metrics * 44% *New metrics Source: 2014 CSO Insights Sales Performance Optimization Study These changing attitudes reflect a willingness among sales leaders to view their sales capabilities (and the relevance of those capabilities in a nonstop customer environment) through a new lens. This is a critical first step toward creating an agile sales approach. Moving forward, sales leaders should build on this new thinking and develop a new playbook that: Focuses on value-based and outcomebased selling. Fixing existing sales processes will produce only mediocre results. What s needed is a new focus on different processes that will produce different outcomes. Designs processes in a way that addresses customer expectations and delivers satisfying customer experiences at every turn. To create a customer-centric process design engine, companies need to first apply analytics to really know their customers. They need to identify and assess their customer touch points, and then ensure that interactions are seamless among them. Prioritizes capabilities that directly affect the performance of sales representatives and channel partners. One such capability involves lead identification. Currently, 63 percent of businesses do not have a formal definition of a qualified lead. More than half (58 percent) believe their ability to identify decision makers and their ability to cross-sell or up-sell needs improvement. And only 15 percent indicate that three-quarters or more of their qualified leads result in a customer discussion. Another set of capabilities that warrant attention include forecasting and account planning. Account planning is mandatory for only 39 percent of companies (a 17 percent decline from 2013). Fewer than half of forecast opportunities result in wins. And only 7 percent of companies have 75 percent or more of their deals close as per their initial forecast. In fact, the ability to accurately forecast business has been declining for years (see Figure 8). Agile sellers make their new process playbooks so valuable that sales teams eagerly adopt them. 12

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14 There are several things CSOs should do (or not do) to encourage the adoption of a consistent sales process. Perhaps most important, they should not attempt to mandate compliance to a strict methodology. This may seem counterintuitive. But we ve found that the primary reason processes are not adopted is because sales teams simply do not value them. When companies establish processes that are designed to make sales teams more successful, those teams will naturally want to incorporate them into their dayto-day sales activities. When it comes to designing processes that sales teams will actively embrace, leaders should start with a customer-centric view. Understanding what today s nonstop customers want and how they want to interact with the business can guide leaders to create processes that place sales reps at the center of the customer experience. Aligning sales processes to the customers needs improves the likelihood that those processes will be adopted, since those processes will directly support the activities that will help reps achieve their goals. While the relevance of sales processes largely influences the rate of process adoption, CSOs should make sure that sales representatives have the right tools at their disposal to use those processes to their maximum advantage. One of the most important tools is training and, more specifically, formal coaching. Studies have shown that sales coaching can greatly accelerate the rate at which sales reps learn. Whereas training alone can improve behaviors and outcomes, training combined with coaching can yield even stronger outcomes, especially in complex, dynamic environments. Our recent research confirms that formal coaching methods can play a key role in increasing sales effectiveness (see Figure 10). Figure 10. raining and formal coaching, on average, impact sales performance. Training Investment per Rep per Year as Related to: Training Dollars: <$2500 Training Dollars: >$2500 Overall revenue attainment % of reps meeting/beating quota Average deal size 76% 86% 55% 61% $80K $150K Deal Size >$100K and Training Investment per Rep per Year as Related to: Training Dollars: <$500 Training Dollars: $500-$2500 Training Dollars: >$2500 Overall revenue attainment % of reps meeting/beating quota Outcome of forecast deals: won/lost/ no decision Reps consistently use sales methodology >75% Formal coaching methodology 78% 85% 88% 54% 56% 60% 42%/34%/24% 46%/31%/23% 48%/30%/22% 27% 38% 54% 19% 17% 44% Source: 2014 CSO Insights Sales Performance Optimization Study Sales Process Analysis 14

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18 Imperative #4: Apply science to help move the frozen middle Enablement of sales talent Our latest research confirms what many CSOs have long known: The talent situation in sales organizations is in a dismal state. The trouble spans the entire talent cycle from the performance of sales teams to the lack of skills and analytical capabilities to issues related to training. Consider the areas of hiring, onboarding and retention. Nearly 60 percent of companies are planning to increase the size of their sales forces. However, since it takes 80 percent of companies more than six months to complete the onboarding process, new hires will have minimal impact on 2014 revenues or sales quotas. Also, managers track records of hiring successful reps has grown much worse in the past year. So has the ability of companies to retain top talent (see Figure 12). Together, these factors contribute to a sales force turnover rate (voluntary and involuntary) of 19 percent. Many companies think they can reverse these trends by providing additional training. With the poor quality of the training provided today evident in multiple areas, including the declining impact of training on win rates, lead conversion, average deal size and forecast accuracy they simply can t. Figure 12. Sales managers performance has worsened in two key areas: Consistently Hiring Reps Who Succeed % 10% 20% 30% 40% 50% 60% Needs improvement 34% 44% Meets expectations 43% 57% Exceeds expectations 6% 8% Do not know 3% 4% Retaining Top Talent % 10% 20% 30% 40% 50% 60% Needs improvement 18% 29% Meets expectations 54% 52% Exceeds expectations 17% 27% Do not know 2% 2% Source: 2014 CSO Insights Sales Performance Optimization Study 10 18

19 What, then, can companies do to create and sustain a talent management capability that enables agile selling? For one thing, they can apply analytics. For example, companies can eschew across-the-board annual quota setting in favor of an analytics-based approach that accurately (and more realistically) aligns territories and quotas. Another example involves using analytics to gain insights that will improve outcomes across the sales talent lifecycle. This approach involves: Identifying the traits that distinguish high performing sales reps from those that may not be as likely to succeed Classifying the skills and behaviors that predict success in agile selling for each sales role Identifying the gaps between current and desired performance for each role by segment, geography, business unit, or variable of interest Accurately modeling success and prioritizing training, management and onboarding investments accordingly Developing insights into what each sales rep and manager needs for ongoing training, development and support Translating what makes high performers successful to the hiring process. The insights gleaned from this scientific approach to talent would enable companies to not only improve the likelihood of hiring candidates who will succeed, but also develop training and development opportunities that encourage top sales representatives and managers to stay. Perhaps most importantly, an analyticsbased profile of desired competencies, personality traits and behaviors will make it easier for companies to understand what it takes to move more sales reps out of the frozen middle and in the direction of high performance (see sidebar, Moving the frozen middle. ) Moving the frozen middle The frozen middle refers to the large number of sales reps and managers typically 65 to 70 percent of the sales force who consistently exhibit average performance. With insights into the capabilities and traits of high performers, companies can begin to create programs that effectively nudge average performers toward higher levels of performance. Even shifting their abilities just a few percentage points along the performance curve can yield significant benefits. For example, Accenture estimates that a $20 billion company with 1500 sales reps can generate an addition $420 million by shifting the frozen middle s performance by just 2 percent. A 5 percent shift could feasibly translate into an additional $1 billion in revenue. Agile sellers apply science to help current sales reps deliver better performance, as well as to make better hiring decisions

20 Imperative #5: Build a front-office engine for agile selling Digital selling An agile selling organization is, by definition, highly dynamic. It rapidly responds to fluctuating market demands and engages with customers and teaming partners in real time and in differentiating ways. It is able to get the right opportunity to the right sellers (including indirect sales agents and online and offline retail outlets) at the right time. And it seeks out innovative relationships to deliver greater value, and is willing to embrace coopetition with rivals as part of a broader dynamic sales strategy. The success of agile selling is based largely on two factors. The first is the use of analytics not just to understand the characteristics, preferences and behaviors of its customers (and even its sales reps), but also to create a dynamic network of external and internal channels committed to delivering consistently satisfying experiences, regardless of the mode of interaction. The second is the willingness to break down the barriers that traditionally separate organizations sales, marketing and service functions. Dynamic, customercentric approaches to sales will not succeed among silos. What they need is an open, highly integrated, collaborative environment that enables all parties to work in concert to strengthen customer relationships and drive profitable growth. The importance of this is reflected in the fact that customers today are often more than 50 percent through the buying process when they meet sales representatives for the first time. There is some evidence that agile selling via a more dynamic channel ecosystem is now on CSOs agenda. The Accenture 2013 B2B Customer Experience Survey found that 90 percent of sales masters view collaboration across internal functions, and with teaming partners, vendors and customers as important. In our most recent research, 85 percent of companies indicated that their sales and customer service functions are now working together, with 16 percent working in a combined organization. Also, 47 percent of companies indicated that sales and customer services have a joint responsibility for minimizing customer churn. These percentages may increase, since there is a growing appreciation that an integrated sales, service and marketing capability can provide a holistic and ultimately more valuable view of the customer. This is particularly apparent when it comes to capturing additional sales opportunities (see Figure 13). Figure 13. Sales executives understand the value of integrating sales, marketing and service capabilities. They further recognize that such integration will help them in two key areas: Ability to Farm Additional Opportunities Ability to Penetrate Other Business Units 0% 10% 20% 30% 40% 50% 60% 0% 10% 20% 30% 40% 50% 60% 70% Needs improvement 42% 48% +6% Needs improvement 65% Meets expectations 38% 35% Meets expectations 27% Exceeds expectations 16% 15% Exceeds expectations 5% Do not know or n/a 4% 2% Do not know or n/a 2% Source: 2014 CSO Insights Sales Performance Optimization Study 20

21 There are, however, other indications that a move toward dynamic channels and agile selling may be stalled (or even sliding backwards). For example, when asked about their most important initiatives to improve sales effectiveness in 2014, only 29 percent of sales executives indicated they were planning to align sales and marketing a nearly 5 percent drop from the prior year. Also, 12 percent of leads come from the customer service area; however, only 15 percent of firms have a formal leadgeneration process in place for servicegenerated leads. Twenty-one percent of leads come from marketing, but 63 percent of firms do not have a formal definition of qualified leads across the organization. This is perhaps one reason why the need to improve the quality and quantity of leads from marketing doubled from 2013 to 2014, from 36 percent to 64 percent. All of these findings suggest that companies are in a quandary. They see the potential value of an integrated, agile selling capability, but lack the strategy and tools to accelerate the shift. To create a front-office engine that powers profitable growth, companies should do whatever they can to break down the decades-old barriers between sales, service and marketing. They should include sales operations in the mix, since they no longer enable sales but rather provide fuel to the front-office transformation. For many companies, completely changing the sales operating model to bring a dynamic channel strategy to life is a daunting proposition. It is. But there are some guiding principles that can facilitate the change and create a common vision around agile selling. For example, initiatives aimed at driving an agile selling transformation should be assessed against Agile sellers use technology and analytics to get the right opportunity to the right sellers at the right time. They rebuild the front office to truly collaborate around a customer-centric approach. whether they help achieve one of five objectives: standardization, consistency, collaboration, ease-of-use or process adoption. If they don t address these criteria, they should not be pursued. Once a course of action is determined, companies should drive the change in multiple ways, via: Crush the silos: Cross-functional Communications. Inform and listen to marketing, service and sales reps and managers to build understanding and commitment. Be clear, responsive and engaging, and take advantage of social collaboration and networking tools. Design for digital and analog interactions: Design roles and responsibilities to enhance the potential of new processes and tools. Focusing on roles within processes is a good place to start. Connect and collaborate: Empower stakeholders and put them in control of the new way they work. Deliver insights and tools to connect them with the customer and each other, including indirect channel partners. Social collaboration forums and digital technologies can give them a voice. Finally, companies should rethink their approach to leadership in a dynamic sales environment. Agile selling success is measured by so much more than closing a deal. It is about seamlessly managing a complex ecosystem of dynamic channels, processes, digital technologies and customer insights. In the end, it s all about the customer. Leading companies are able to orchestrate the many moving parts across digital and analog, dynamic channels. Winners deliver distinctive seller experiences to help drive profitable growth in the new playing field of nonstop customers. Some of these agile sales executives will likely already occupy traditional sales roles. But others will emerge from roles and functions in areas not traditionally considered to be in the sales domain. In this hybrid leadership model, leaders may have distinct roles and levels of authority, but they must share a common vision for agile selling and a commitment to creating an ecosystem that delivers a superior customer experience as well as profit contribution for the seller. In short, the leadership team will need to be as dynamic as the channels, insights, technologies and sales processes they oversee. Agile selling facilitates creating an ecosystem that delivers a superior customer experience as well as profit contribution for the seller. 21

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24 About Accenture Accenture is a global management consulting, technology services and outsourcing company, with more than 293,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, Its home page is Copyright 2014 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture. This document is produced by consultants at Accenture as general guidance. It is not intended to provide specific advice on your circumstances. If you require advice or further details on any matters referred to, please contact your Accenture representative. mc712