Sales Focus International’s research and studies over the past two decades provides CEOs with the core information assisting them to make informed decisions in relation to their sales organisations. We track trends in human capital, business process and knowledge to improve sales effectiveness.
Research is the core of our consulting business as we survey hundreds of CEOs, directors and board members to learn the challenges they see as most critical. We study sales leaders and develop best practice and benchmarks for sales force effectiveness. We also review offerings from other providers to retain our position as the experts on options for CEOs.
We write numerous articles and case studies, speak at conferences and share what we’ve learned with executives like you.
For over two decades, Sales Focus International has assisted companies’ most senior executives in their decision-making in relation to their sales organisation, whether a small localised team or a large decentralised, international sales force.
Here a just a few popular studies from our past research:
2012 Are you prepared for 2013 and beyond?
As company sales forces are often the primary source of revenue generation, a subset of questions put to CEOs about their preparedness for 2013 and beyond provides some valuable insight into sales leaders’ ability to deliver. The research study and survey not only show how sales leaders are responding to directives from their CEOs but also uncovers some disturbing trends within sales organisations. There is a definite chasm between the expectations held by CEOs and sales leaders’ capability to deliver. This research paper includes a matrix for high level analysis of your sales forces effectiveness.
2009 Changing Expectations of Sales Managers
In 2009 Sales Focus International undertook extensive research into the performance and skill requirements of sales managers to enable organisations grow. It has been hailed by CEOs as one of the most important pieces of research and information they have read as it answers many of the questions they have in relation to the sales business within their company. This research has become a benchmark of what CEOs expect of their sales management. This research is an important tool in company’s development plans for structure, human capital and transitioning from small to mid-size organisations.
2007 When is Relationship Selling Actually a Required Core Skill?
In 2004 – 2007 Sales Focus International conducted extensive research on the subject of Relationship Selling and how much validity there was to the selling approach. What was learned from that research was that many managers were not managing the risk associated with the selling style and some companies had certainly suffered extensive and unnecessary damage from departing employees.
2005 The Knowledge Base
With the emergence in the last decade of a plethora of business IT solutions, particularly Customer Relationship Management (CRM, much has been made of the opportunity for your company to leverage a previously under-utilised asset: the records of all customer interaction with your organisation.
Many companies have attempted to implement CRM but have reported unsatisfactory results. An opportunity exists to maximise the benefits of the system by integrating it more closely with the sales process. The key how that can be achieved.
2004 Risky Business – Relationship Selling
Buzzwords come and go in sales marketing. ‘Relationship Selling’ emerged in the past decade to represent a sales method emphasizing the friendly relations between the salesperson and the customer. Many companies have trained their sales forces in the method and continue to rely on this being a mainstay of their sales culture. Some have had success, many have not. Evidence is growing that Relationship Selling is fraught with fundamental weaknesses. This research explores the impact of creating a mantra of relationship selling without underpinning it with the right skill set.
2004 The Directors Survey of Sales Forces in Australia
In previous Directors research it was identified that companies needed to reprioritise their focus as the markets increased their momentum through the development of improved sales disciplines and processes. The business models were showing signs of movement from product driven organisations to sales driven cultures, which in turn bring about the flexibility required to meet the ever-changing market places.
Revisiting the research of the 1990s the buoyant market has disguised the requirement for change for many organisations and there is a great distance now between the competitive of sales driven organisations and those remaining product driven. This research explores the impact of hiring, compensation, sales cultures, management styles and reporting.