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Rethinking Sales: The Case for In-House Forces in a Changing Marketplace

This research delves into the necessity of internal sales functions for businesses, challenging the trend toward outsourcing. While over 70% of companies outsource various operations, only 12% include their sales functions. Our study reveals insights from 50 interviews and 185 surveys, debunking common myths about inbound sales teams. Key findings suggest that in-house sales are more loyal, controllable, and cost-effective. As customer acquisition becomes paramount, the local focus and real-time decision-making are crucial. Join the conversation on transforming sales strategies.

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Rethinking Sales: The Case for In-House Forces in a Changing Marketplace

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Presentation Transcript

  1. Alex McKay

  2. Why ?

  3. The idea • The research • The breakthrough • Turning the sales function on it’s head • The conversation To start a conversation..

  4. ‘An in-housesales force is more loyal, easier to control, cheaper and performs best.’ The hypothesis

  5. Businesses outsource more than $900 billion of internal functions Australia’s Outsourced Growth

  6. The military outsources everything from cateringto weapons design…..

  7. Customer acquisition is the new priority... up 17% on last year The key is to own the ‘moment of sale’

  8. In Store. In Centre. In Community. The future is local

  9. so what?

  10. With all those challenges…….Why has outsourcing of the sales function remained largely stagnant as other areas of business have been reinvented over and over ? It really doesn‘t make sense

  11. We wanted to know more • Interrogate the hypothesis • Debunk the Myths • Define the modern sales function • Examine the drivers of • successful outsourcing practice

  12. Methodology • 50 in depth interviews • 185 online surveys • Desktop research • Breakthrough thinking • Case study insights

  13. 70% of companies outsource key business activities More than 70% of companies use outsourcing today

  14. But only... 12% outsource any of their sales function

  15. Reality or myth?

  16. Myths • Lack of skills and expertise • Lack of flexibility and innovation • Sales is a core competence Reality • Specialization deepens competence • Working across multiple sectors in defined services embeds expertise • Core competencies change over time Fiction, facts and fables

  17. Where do I start ?

  18. Turning the sales function on it’s head

  19. Direct sales (B2B and B2C) • Merchandising & category management • Event / experiential marketing • Local area / store marketing • Sales campaign development • Sales development / channel strategy • Retail network support What is the sales function?

  20. Lack of experience in outsourcing • Inability to adequately interrogate the sales function • How to design and deliver a breakthrough at scale Deeper Insights

  21. A shift from communicating value to creating value.

  22. A systematic approach to.... ….. unpackingandrepackingthe work.

  23. 3Musts

  24. 7 • Lock up the inherent value • Utilize the best channels • Fixed to variable cost • Data = customer intelligence • One simple customer proposition • Plan for competitive advantage • High leverage phenomenon Key Principles

  25. Is that all?

  26. The future is decisions in real time

  27. What’s next ? • Asian market research • US market research • Companion website

  28. Get the conversation started... and keep it going...

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