Badania A.T. Kearney - „Beyond limits. The future of B2B Sales” zostały przeprowadzone w 2015 r. wśród grupy 1600 sprzedawców (głównie szefów sprzedaży na całym świecie). Ostatnia dekada stworzyła niemal nieograniczone możliwości dla rozwoju sprzedaży w sektorze B2B. Proces sprzedażowy koncentruje się tutaj coraz bardziej na potrzebach klientów, ich rosnącej sile nabywczej oraz ich oczekiwaniach, co zbliża działanie w nim i stosowane narzędzia do sektora B2C. Jakie czynniki przyczyniają się do tego, że występuje dwukrotna luka w efektywności między najlepszymi sprzedawcami z sektora B2B a tymi najmniej efektywnymi? Co sprawia, że liderzy umieją więcej sprzedawać i z większym zyskiem? Według badań wzrost efektywności sprzedawców ma wpływ na wzrost obrotów firmy aż o 26%, więc jest o co walczyć. Efektywność określonych działań w kontekście wzrostu obrotów nie jest też przypadkowa. Dzisiejsi liderzy sprzedaży wykorzystują szybko pojawiające się zmiany rynkowe i generują coraz większe zyski dla swoich przedsiębiorstw. Przewaga pomiędzy najlepszymi i przeciętnymi osiągnięciami sprzedawców jest już teraz bardzo duża, a według prognoz będzie dalej rosła. Przytoczone badanie A.T.Kearney pokazuje szeroką polaryzację pomiędzy firmami Liderami a firmami Średniakami jeżeli chodzi o uzyskiwane wyniki. Miernikami skuteczności sił sprzedaży w tym badaniu są między innymi: wzrost obrotów, wzrost efektywności ekonomicznej, stosowanie dopasowanych metodyk sprzedaży, poziom kompetencji. Badania A.T. Kearney - „Beyond limits. The future of B2B Sales” zostały zaprezentowane podczas Warsztatu Inspiracyjnego PNSA 23 czerwca 2015 r. w Warszawie w siedzibie Konfederacji Lewiatan. Więcej na temat tego wydarzenia - http://bit.ly/1Kt2PCM

1. 2015
BEYOND LIMITS
THE FUTURE OF B2B SALES
Overview

2. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 2
B2B sales opportunities
The last decade has seen unlimited new opportunities to
develop B2B sales ...
analytical crm
digitalization
sales force
automation
sales analytics
predictive modeling
BIG
DATA
recommender systems
self parametrization
customization
counter sourcingtarget
pricing
online sales
online self help
there is an app for that
sales back-office centralization
cross selling
up selling
customer lifecycle management
multi channel management
omni channel
management
customer journey management
variant and options selling
customer centricity
value sellingvalue engineering
strategic
selling
solution selling
dedicated service sales
sales force enablement
sales effectiveness
sales force efficiency
c-level selling
1:1 marketing
megadeal making
key account
management
shadow
strategies
real time pricing
consultative selling
challenger sales
trusted
advisor
sales
negotiation excellence
win
labs
strategic
partnerships co-developments
tender factories
ecosystem management
partner management
team selling
XML
EDI
lean sales
global sales
product clinics
and labs
customer-facing time optimization
social media monitoring
telemarketing
funnel management
sales network management
sales & service cloud
cloud communities
exact target marketing
sales effectiveness
sales
analytics
cross-channel integration
customers
... which have to be concentrated even more on customers
with their increasing buying power and expectations

3. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 3
Sales
pro-
ductivity
Revenue
Average annual increase (CAGR) in…
B2B sales leaders are taking advantage of today’s fast pace of
change to double performance and pull ahead
Above
Below
Below Above
Industry
average
Industry
average
Sales
force
produc-
tivity
increase1
Revenue growth1
Top performers
1. Over three years
Source: The Future of B2B Sales Survey. 1,608 respondents globally covering all key B2B sectors as well as company sizes
8.6%
3.8%
x2.3
Top
performers
8.1%
4.0%
x2.0
Average
performers
Top performers compared to all companies in survey
10% 26%
53% 12%

4. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 4
Vital importance of
simple offerings and interaction
Sales in 100% value add role
No B2B sales without
online interaction
(New) digital intermediaries
(Big) data driven sales analytics
B2B sales getting B2C-ish
Only two interaction models:
Partnerships or no frills
40% 50% 60% 70%
Likelihood of scenarios for B2B sales in 10 years
(% of sales managers who rated each scenario as having a Very High or High Likelihood)
Top performersAverage performers
In 10 years, sales leaders expect sales simplification to be topic
number one, followed by substantial enrichment and elevation
Simplifi-
cation
Enrich-
ment and
elevation
Source: The Future of B2B Sales Survey. 1,608 respondents globally covering all key B2B sectors as well as company sizes

5. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 5
Emerging sales best practices
Leaders apply emerging B2B sales practices for sales simpli-
fication, enrichment and elevation beyond limits
Easy
•Fast & simple to do business with
•Lean, automated, industrialized
and scalable
Configurative
•Innovative product/ service/
solution bundles, pricing & value
capture
•Self-parametrization offerings
Scientific
•Big data enabled customer
analytics
•Sales steering using predictive
models/ experiments
Anywhere, anytime,
anyway
•Extensive use of digital channels
•Alignment of all channels and
touch points
Collaboratively
networked
•Collaborative selling with other
BU’s or ecosystem partners
•Co-creation with customers
Experiential
•(Virtual) experience of products
and services
•Augmented reality, gamified,
multi-media, multi-sensory
Anticipative &
personalized
•Customized interaction models
•Pre-configured, segment-specific
value propositions
Sales beyond
selling
•Orchestrating partners and
internal functions
•Educating customers about
value creation opportunities
Sales without
selling
•Generating “must have”
situations
•Influencer marketing to create
customer pull

6. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 6
Easy Configurative Scientific
Anywhere, anytime,
anyway
Collaboratively
networked
Experiential
Anticipative &
personalized
Sales beyond
selling
Sales without
selling
Emerging sales best practices
Source: A.T. Kearney
Leaders leverage emerging B2B sales practices to go beyond
traditional limits

7. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 7
Emerging sales best practices
Source: A.T. Kearney
Leaders leverage emerging B2B sales practices to go beyond
traditional limits

8. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 8
Number of ideas from employees/customers imple-
mented last 2 years making it easier for customers
% of sales digitally enabled
% of sales enabled by collaboration across-BU
and/or with external partners
% of sales force fully able to educate customers
on value creation opportunities
% of sales resulting from influencer marketing
and/or the creation of “must have” situations
Number of staff with advanced statistical skills
focusing on big data analytics
Number of online videos/apps for customers to help
virtually experience products/services
23
73%
81%
82%
61%
20
116
The gap between best and average performers is already
substantial – further widening of the gap is to be expected
Parameter Performance
Key KPIs: Best performers vs. average performers
12
30%
41%
25%
7
59
51%
Selection
Average performers Best performers: Top decile (10%) per category

9. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 9
Average share of sales force that is
highly motivated and engaged
1. Companies achieving both above average sales force productivity growth and above average revenue growth
2. Top decile (10%) of companies for this KPI
88%
60%
48%
1.8x
1.3x
Best per-
former2
Top per-
former1
Average
performer
• Involvement and co-creation of top-
management, mid-management and staff
• Capturing the experience and creativity
throughout the organization
• Engagement for mindset change and
new behavior
Instructions and blueprints won’t make
the emerging practices happen…
The transformational change goes hand in hand with true
motivation and engagement of the sales force
… inspiring, participative sales mana-
gement is essential
Motivation and engagement throughout the organization

10. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 10Source: The Future of B2B Sales Survey. 1,608 respondents globally covering all key B2B sectors as well as company sizes
Very highModerate
Low
High
High
Sales management approaches – Relevance vs. current application
Relevance
Degree
applied
today
Embrace performance transpare-
ncy and celebrate achievement
Focus on customer understand-
ding & value creation first, tech-
nology/products second
Inspire the organization by defining
a clear vision of what success
looks like
Drive teaming and collaboration
internally and externally
Engineer best processes, then ensure that
the whole organization follows rigorously
Strive for breakthrough (not just
incremental) performance improvements
Embrace and incentivize continuous
learning and improvement
Embrace change as an opportunity
and adaptability as a core competence
Encourage entrepreneurial spirit while
forgiving mistakes
Top performers are creating virtuous circles of engagement and
achievement
1
2
3
4
5
6
7
8
9
9
8
6
1 2
4
5
3
7

11. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 11Source: The Future of B2B Sales Survey. 1,608 respondents globally covering all key B2B sectors as well as company sizes
Very highModerate
Low
High
High
Medium
Sales management approaches – Relevance vs. current application
Relevance
Degree
applied
today
Top Performers
Average performers
Embrace performance transpare-
ncy and celebrate achievement
Focus on customer understand-
ding & value creation first, tech-
nology/products second
Inspire the organization by defining
a clear vision of what success
looks like
Drive teaming and collaboration
internally and externally
Engineer best processes, then ensure that
the whole organization follows rigorously
Strive for breakthrough (not just
incremental) performance improvements
Embrace and incentivize continuous
learning and improvement
Embrace change as an opportunity
and adaptability as a core competence
Encourage entrepreneurial spirit while
forgiving mistakes
9
1
2
3
4
5
6
7
8
9
8
6
1 2
4
5
3
Average performers appear substantially undermanaged
7

12. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 12
Even the leaders are often working to get the foundation right
for the future of B2B sales
Levers and system dynamics for top sales performance
Must Dos: Assure the
ability to play
•Eliminate all friction for
customers
• Drive out all unnecessary
costs
•Reduce sales force where
necessary
•Automate back offices
where possible
•Transfer activities to
customers
Leverage the emerging
B2B sales practices
Foundation
for winning
Inspiration.
goals and
prioritization
• Define sales strategies based
on The Future of B2B Sales
in-sights and trends
• Turn all emerging B2B sales
practices into competitive op-
portunities, managed as port-
folio at different lifecycle stages
• Drive sales transformation through
strong engagement and opti-
mize the sales force “from the
middle”

13. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 13
Sales strategy and transformation… … and our USPs
Sales performance and power “from the
middle”
• Engage and empower (sales) management and staff in
making sales performance happen
• Initiate and drive positive system dynamics
• Assure continuous optimizations
Sales and growth strategies “beyond limits”
• Establish overall direction for company with special
focus on priorities for emerging B2B practices
• Push B2B sales and marketing digitalization
• Fully leverage sales analytics
Direction & priorities
Together with our clients, we realize the future of sales, now
Collaborative
work-style and
organizational
inclusion
Optimization
from the
Middle
Future Proof
Strategies
Graphic: Visualization of set of nine emerging sales practices, e.g. Easy, Anticipative & Personalized, Collaboratively Networked, Scientific

14. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 14
Go-to-market model re-design for European photovoltaics sales and
trading company
• Development of multi-channel system and sales-push program for direct,
indirect and digital channels
• Development of growth strategy for „solutionized products“ – modularized, customized
packages beyond pure product sales
Lean-based sales optimization for leading European logistics solutions
provider
• Application of lean techniques to substantially reduce non-value adding effort
and to maximize customer value generation
• Involvement, training and collaboration of management and staff for process optimizations
throughout the organization and “anchoring” of continuous improvements in >20 countries
Analytics-based customer interaction and delivery model re-design for
chemicals company in Africa and Asia
• Development of integrated customer needs/behavior as well as cost-to-serve/ value chain
model
• Customer re-segmentation and alignment of sales and delivery models to boost revenue
growth and margins
Together with our clients, we realize the future of sales, now
Selected A.T. Kearney sales projects

15. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 15
• Top-line growth: Sales increase >25% in 3 years
• Efficiency: Controllable costs reduction >15% in 3 years
• Process efficiency: Up to 80% for selected processes
• Sales effectiveness: Hit rate enhancement >30%
• Organizational speed: Time-to-offer reduction >50%
• Organizational complexity: Non-customer facing workload reduction >25%
• Customer satisfaction: Net promoter score enhancement > 30%
• Empowered and mobilized staff across functions
and regions
Immediate impact: First optimization actions implemented 6 to 8 weeks after project start,
30% of optimization potentials from small, easy to implement optimization actions
Growing advantage: Empowerment of management and >15% of staff, training and
collaboration, culture change, performance management
In recent years, together with our clients we have realized
substantial sales optimizations
Selected A.T. Kearney sales optimization project results

16. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 16
The Future of B2B Sales quick
assessment and management
workshop
• Compare yourselves to > 1600 compa-
nies globally - broken down by
industry, region/ country and business
type - via online survey
• Discuss the future of sales in an
open minded way as part of two
management workshops
Immediate impact: Generation of new perspectives BEYOND LIMITS, joint direction
setting, realization of first successes, …
Growing advantage: Realization of lighthouse performance optimization initiatives, set up
of participative, collaborative sales transformation program, …
Next steps
Let´s make the Future of B2B Sales happen, together

17. A.T. Kearney 10/47466d/ur4v5QkllyI1kQkk7 17
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