In the past 12 months, Reading based Professional Services organisation, Clarify, has witnessed a 300 per cent increase from corporates investing in a dedicated best-in-class business development function to support both business and sales transformations. This trend mirrors a significant shift in the sales sector as business stakeholders are now increasingly responsible for decisions impacting […]
Clarify Whitepaper responds to ‘Zone to Win’, offering a pragmatic insight for Sales Leaders Geoffrey Moore’s new offering, ‘Zone to Win’ is a must-read for senior management teams, described as a playbook for succeeding in today’s disruptive fast-paced business world. Clarify a specialist in strategic Business Development has written a whitepaper in response to this […]
One of the biggest challenges we find when helping organisation with sales transformation is around correctly compensating and targeting the people responsible for delivering new business. On one hand senior leadership compensate the sales team on quarter-to-quarter (or even week-to-week) performance, and on the other hand they compensate marketing teams around much softer metrics such […]
One of the key things you may have heard me or the Clarify team talk about is the complexity of a sale. It’s a very important concept, and not only is understanding it key to delivering an effective sales transformation – underestimating it can have serious repercussions on how quickly you grow or shift positions. […]
What investors in expansion-phase businesses value above all is confidence in future revenue streams. They want evidence that each incremental unit of expenditure in sales and marketing is going to generate a better-than-proportional increase in revenue within a predictable timeframe. Investors are looking for predictable, repeatable and scalable revenue generation processes – because they know […]
Almost a decade ago research concluded 87% of the revenue in complex B2B sales environments was generated by only 13% of the salesforce, has this situation actually changed? How do companies create a structure that encourages an environment of opportunity creation rather than demand fulfilment? It stands to reason that finding excellent sales people who […]
Anyone with responsibility for demand generation knows how difficult it can be to get a potential prospect to declare some form of initial interest in your solution. It often appears to come down to a combination of luck and timing: you need to engage with the right person in the right organisation in the right way at the right time about the right issue. However, that hard-won initial expression of interest should never be confused with intent.
Other than the sales team itself, the sales pipeline is perhaps the most valuable asset of any sales organisation. There’s no doubt that the volume, value and quality of new opportunities entering the pipeline has a profound impact on the success of the overall sales process – and yet in environments that are focused on quarterly performance, closing current late-stage opportunities often distracts attention away from the need to invest in adding new opportunities that will provide the foundation for future quarter revenues.
Business Development is defined as a distinct part in the sales process designed to create, qualify and develop sales opportunities from identification to forecast. As with many other aspects of sales, how easy or difficult this is to achieve is very dependent on the type of deal and the corresponding complexity of the sales / buying process.
One of the critical questions that every expansion-phase B2B focused company needs to consider is “what’s the most appropriate Sales and Business Development structure for our product or service offering?” There is no single perfect answer to this – but the choices made at this stage will have a particularly significant impact on your chances of finding, engaging and persuading as many of the right sort of customers as possible.