EMPOWER CUSTOMER-FACING TEAMS TEAMS

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1 ENTER

2 DRIVE B2B SALES GROWTH The B2B market represents the largest opportunity for Communications, Media and Technology (CMT) companies to grow their reenues. Within 12 months, increases of 20% reenue growth can be achieed. To capture this growth, our experience shows companies must focus on 3 PRIORITIES: ENGAGE CUSTOMERS CUSTOMERS EMPOWER CUSTOMER-FACING TEAMS TEAMS EXPAND INTO DIGITAL

3 ENGAGE CUSTOMERS Focus relentlessly on differentiating the sales and serice experience by putting the oice of the customer at the organization s heart. The B2B marketplace is eoling rapidly. Millennials, with new behaiours and expectations, hae now oertaken Generation X to make up the largest proportion of the workforce. CMT companies need to understand their changing B2B customers and recalibrate the buying experience to match. Traditionally, CMT companies online offerings hae either been catalogues, or attempts to clone the in-store buying experience. That needs to change. 80% say customer experience is a strategic priority yet LESS THAN 25% excel at it B2B customer promoters delier 3X the profit than detractors

4 DELIVER A CONSISTENT SALES EXPERIENCE, REGARDLESS OF WHICH CHANNEL THE CUSTOMER USES In this world, lengthy procurement processes are on the wane and generic product oeriew presentations are no longer sufficient. CMT sales teams need a much more personalized approach. They hae to listen to and understand the oice of each customer, measure their sentiment, and track and analyse how they engage across eery channel. The objectie? When they meet them for the first time, they already know all about their challenges and requirements. Buyers today are much more educated and connected. And their expectations for a connected experience are rising. They routinely engage across multiple channels: for example, B2B buyers search online, read research papers, watch demos on YouTube, download SaaS trial platforms and share experiences with other serice users. A top priority for CMT companies must be to delier a consistent sales experience, regardless of which channel the customer uses.

5 EMPOWER CUSTOMER-FACING TEAMS Use adanced analytics at the core to harness aluable customer data that focuses sales efforts, modifies sales behaious and grows reenues. It s a dynamic time for B2B sales. Customer needs, new technologies, sales skills and communication channels are all in flux. An aerage of 7 customers influence the B2B buying decision and customers are 57% through the buying process by the time they meet a sales executie. To empower sales teams in this enironment, CMT companies need to integrate sales and marketing processes, and embed analytics into these processes from end to end. This will help them to ensure that eery sale is profitable and that sales efforts are directed at purchase influencers and decision-makers. Sales productiity continues to decline 14% IN 5 YEARS Back office sales and marketing operations will be the insight engine for this new capability. Powered by adanced analytics, it will play a much more proactie role by bringing sales people closer to what customers (and competitors customers) want, and proiding key intelligence on customer lifetime alue, with the right insights deliered to the right sales person for the highest margin sales.

6 ANALYTICS CAN BE USED TO PROVIDE A FAR RICHER VIEW OF SALES TEAMS THAN EVER BEFORE Adanced analytics deliers must-hae capabilities across two dimensions. First, it helps sales teams to achiee results in a crowded purchasing enironment, enabling automated marketing campaigns and propensity modelling, as well as automated forecasting that intelligently allocates people and actiities and optimises pricing configurations. Second, it supports deelopment of new sales models that reward strategic sales and accelerate the growth of specialist skillsets. By using the data generated by their day-to-day actiities, analytics can be used to proide a far richer iew of sales teams than eer before. This could mean helping companies to accurately understand the profile of a high-margin digital seller, and using this intelligence to shape the end-to-end employee experience from recruitment to compensation to drie results. Meanwhile, machine learning can be used to identify the true sales capabilities of team members and isolate areas for immediate improement, which can then be addressed through insight-led, real-time coaching. LESS THAN 1/3 hae the skills to delier on the customer experience

7 EXPAND INTO DIGITAL Leerage digital technologies to deelop new business models and empower sales teams to drie higher-alue strategic sales. CMT companies are facing a period of massie disruption. Growth rates for many of the core product categories hae been flat or negatie, and companies are losing significant share of market alue to the internet platform players. Industry leaders must urgently transform their business by rotating to new as-a-serice and solutions-based business models. To proide the inestment fuel needed, the historic core business must be dramatically restructured. Technology discontinuities such as AI and VR/AR/MR, need to be both embedded into the offering roadmaps and leeraged to drie digital transformation of their internal operations. Sales organizations must be ready to accommodate a fully digital sales world, and to rapidly adapt to new digital disruptions heading their way. Within the sales organization, there s now a clear path from self-proisioning to automation, to machine learning and finally to AI, which is soon to become the new UI for sales interactions for sales people and their customers. 70% of executies say AI will reolutionize customer interactions

8 EMPOWER SALES TEAMS TO FOCUS ON HIGH-VALUE STRATEGIC SALES With machines like chatbots and digital assistants handling high-olume, low-alue transactions, rapidly and at low cost, sales teams will be empowered to focus on high-alue strategic sales. Through this approach, significant reductions in cost per sale can be achieed, with the time spent on sales administration cut by up to 60%. Cost saings achieed through digital in back-end marketing and sales operations can be reinested in in-year growth initiaties. With the time spent on sales administration cut by UP TO 60% significant reductions in cost per sale can be achieed. Digital technologies can also be used to deploy/ refresh new digital channels to market. To reach customers ahead of the competition, CMT companies should optimize their search-engine marketing actiities. And once customers hae arried at their website, they should be engaged through a memorable experience. CMT companies B2B online stores hae to stand out from the crowd. This means transforming them into easy, memorable places to buy offerings that are tightly aligned to marketing campaigns and sales actiities. Marketing automation linked to machine-based decisioning can be used to make targeted offers, including dynamic and personalised landing pages.

9 TO THE NEW Digital B2B sales opportunity NOW Up to 20% B2B sales growth is within reach, in the next 12 months. To realize this promise, CMT companies must focus on three key priorities: ENGAGE CUSTOMERS, EMPOWER CUSTOMER-FACING TEAMS, AND EXPAND INTO DIGITAL. The B2B marketplace is eoling faster than eer. It s a challenging enironment where changing customer needs, new technologies and complex communication channels demand new sales skills. CMT companies that can meet these challenges head on will capture aluable sales growth and differentiate their businesses from the competition. The key to success from now on? Piot to the new: harness the power of digital to completely redefine the customer experience and transform the efficiency, effectieness and releance of their B2B sales propositions.

10 KEY IMPERATIVES ENGAGE CUSTOMERS STAKE A CLAIM by clearly defining target brand takeaways and experiences across B2B segments. LISTEN TO THE VOICE OF THE CUSTOMER by implementing digital feedback tools across the organization from the front line to the C-Suite. Use customer feedback to guide and prioritize inestment in processes and tools. BUILD A ROBUST CASE FOR CHANGE by applying financial models to pinpoint reenue driers and detractors, loyalty impact and share of wallet potential.

11 KEY IMPERATIVES EMPOWER CUSTOMER-FACING TEAMS EMBED SALES ANALYTICS in the opportunity management process to maximize ROI on deal pursuits. Learn to recognize successful deal DNA by harnessing learnings from across the sales organization. Apply releant findings and recommendations to improe customer alue propositions, deal economics and win rates. Start small, proe the case, then scale. REALLOCATE TIME AND RESOURCES spent on administratie, back office tasks towards coaching sales teams and supporting sales actiities. Focus learning and deelopment on areas with greatest potential impact and reenue uplift. DIGITIZE PROPENSITY MODELS and share of wallet analysis for real-time, personalized recommendations and improed cross and up selling. Centralize marketing, sales and serice data to power effectie decision engines. Integrate account plans, product strategies and marketing campaigns for improed sales and channel effectieness. CHALLENGE EXISTING SALES OPERATING MODELS and better understand sales teams DNA. Unlock full sales potential by understanding what competencies and traits define top performers and applying these insights across the organization.

12 KEY IMPERATIVES EXPAND INTO DIGITAL BUILD THE BASICS: digital sales and marketing automation platforms powered by analytics. Transform legacy serice deliery processes through digitization. AUTOMATE HIGH-VOLUME, LOW-VALUE ACTIVITIES for product or olume businesses. For high-alue solution led portfolios that require more manual interention, use digital process orchestration to improe predictability. STAND UP CROSS FUNCTIONAL TEAMS ACROSS TECHNOLOGY, people and process to prototype new ideas, create iable products, and learn and iterate quickly. Mix digital technology with design-led thinking to rapidly expand into new markets, redesign digital channels and launch new internet capabilities with incredible speed to alue.

13 ACCENTURE CAN HELP DELIVER TANGIBLE RESULTS, AT SPEED Grow reenues by 20% Cut operating costs by 40% Within 12 MONTHS Clear 100 DAY PLAN

14 AUTHORS MARK ROGERS Managing Director Communications, Media & Technology (CMT) industry DAN AUKLAND Senior Manager Communications, Media & Technology (CMT) industry ABOUT ACCENTURE Accenture is a leading global professional serices company, proiding a broad range of serices and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions underpinned by the world s largest deliery network Accenture works at the intersection of business and technology to help clients improe their performance and create sustainable alue for their stakeholders. With approximately 411,000 people sering clients in more than 120 countries, Accenture dries innoation to improe the way the world works and lies. Visit us at GET IN TOUCH JOIN THE VISIT US AT accenture.com/b2bdigital BACK