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Transcript of GSSI, June 22-24, 2011 Global Sales Barometer Nick Panagopoulos, PhD Athens University of Economics...
![Page 1: GSSI, June 22-24, 2011 Global Sales Barometer Nick Panagopoulos, PhD Athens University of Economics & Business Paolo Guenzi, PhD SDA School of Management.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649ca25503460f949618d2/html5/thumbnails/1.jpg)
GSSI, June 22-24, 2011 Global Sales Barometer
Nick Panagopoulos, PhDAthens University of Economics & Business
Paolo Guenzi, PhDSDA School of Management – Bocconi University
Global Sales Barometer (GSB)Results from the 2010 survey
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GSSI, June 22-24, 2011 Global Sales Barometer
• Avlonitis, George
• Bolman Pullins, Ellen
• Borgmeier, Arndt
• Brassier, Pascal
• Görne, Jobst
• Guesalaga, Rodrigo
• Humenberger, Anna
• Kairisto-Mertanen, Liisa
Acknowledgments to country coordinators
2
• Korpela, Pentti
• Kwiatek, Piotr
• Lee, Nick
• Leszczynski, Grzegorz
• Rogers, Beth
• Singh, Ramendra
• Weilbaker, Dan
• Wilkinson, John
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GSSI, June 22-24, 2011 Global Sales Barometer
● Artur Baldauf
● Bill Cron
● Ken Evans
● Greg Marshall
● Bill Moncrief
● Tom Leigh
● Rosann Spiro
Additional acknowledgments
3
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GSSI, June 22-24, 2011 Global Sales Barometer
ABOUT THE GSB
4
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GSSI, June 22-24, 2011 Global Sales Barometer
Mission and objectives
Mission The GSB is an annual GSSI-sponsored research initiative that aims
at providing sales academics and practitioners with the latest global insights on what constitutes sales best practice.
Objectives Identify the trends in the world of selling on a global scale. Provide sales practitioners a basis for benchmarking sales best
practice. Publish sales research priorities and a research agenda on topics of
importance to organizations worldwide.
5
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GSSI, June 22-24, 2011 Global Sales Barometer
Benchmarking salesbest practice across
• Countries• Sectors• High vs. low performing
companies• Time*
Benchmarking salesbest practice across
• Countries• Sectors• High vs. low performing
companies• Time*
Sales goalsSales goals
Sales expenses budget
Sales expenses budget
Sales competenciesSales competencies
Sales management practices
Sales management practices
Improving sales practice
6
Sales management expenses
Sales management expenses
Sales compensationSales compensation
Customer strategyCustomer strategy
Sales channelsSales channels
Customer portfolio mix
Customer portfolio mix
GSB Research Model
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GSSI, June 22-24, 2011 Global Sales Barometer
RESEARCH METHODS
7
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GSSI, June 22-24, 2011 Global Sales Barometer
Key informants: Sales executives.
Population: Any organization employing salespeople in both B2B and B2C
settings across countries.
Sampling frames: Compiled by country coordinators at the local level.
Data collection method: Online data collection was the dominant method of collecting
responses.
Research design
8
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GSSI, June 22-24, 2011 Global Sales Barometer
Initial size of sampling frame: 33,872.
- Nonexistent contacts: 436.
= Effective size of sampling frame: 33,436.
Total number of initial responses:1,526 (4.6% response rate)
- cases with excessive number of incomplete responses: 452
= Total number of effective responses: 1,074
Data collection
9
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GSSI, June 22-24, 2011 Global Sales Barometer
Distribution of effective responses across countries
10
Australia
India
Austria
UK
Finland
Germany
US
Poland
France
Chile
Greece
Italy
0 0.05 0.1 0.15 0.2 0.25 0.3
0.1%
0.7%
2.0%
2.0%
3.7%
4.7%
5.4%
5.8%
8.0%
19.6%
20.6%
27.6%
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GSSI, June 22-24, 2011 Global Sales Barometer
Initially designed in the English language
Translation-back-translation method was employed
Pretesting conducted in Greece and Italy
Research instrument
11
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GSSI, June 22-24, 2011 Global Sales Barometer
PRELIMINARY ANALYSES
12
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GSSI, June 22-24, 2011 Global Sales Barometer
1. Competence assessment:
• We assessed the competence and knowledge level of respondents by employing a 3-item 7-point scale(see Kumar, Stern & Anderson, 1993, Academy of Management Journal)
• Overall, the mean value of competency was 6.13 indicating a relatively high level of competence among respondents.
• To ensure that only those responses of maximum quality are included in the analysis, however, we retained only those respondents that reported an average competency of at least 4 on the 7-point scale.
• This procedure resulted in a final usable sample of 670 respondents across countries.
Preliminary analyses
13
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GSSI, June 22-24, 2011 Global Sales Barometer
2. Conversion of monetary values: • To allow meaningful comparisons of monetary values (i.e., compensation, sales
expenses, and sales revenues) among different countries that are characterized by different cost-of-living and GDP levels, variables were converted to international dollars by using the 2010 Purchasing Power Parity index (implied PPP exchange rate) which is published by the International Monetary Fund and the World Bank.
• A PPP exchange rate is the ratio of the local currency prices of a particular basket of goods in two different countries.
3. Company performance groups: • For the purposes of the study, companies were grouped into 2 groups (i.e., high vs.
low performing) on the basis of their responses on four items which assessed company performance relative to major competitors on a 7-point scale ranging from 1=“Much worse than competitors” to 7=“Much better than competitors”(Vorhies and Morgan, 2005, Journal of Marketing).
• Specifically, items referred to performance in terms of (a) market share growth, (b) sales revenue growth, (c) profitability, and (d) customer satisfaction.
• Cronbach’s alpha reliability value for this scale was .80, thereby providing evidence that the scale is a reliable measure of company performance.
Preliminary analyses
14
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GSSI, June 22-24, 2011 Global Sales Barometer
SAMPLE PROFILE
15
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GSSI, June 22-24, 2011 Global Sales Barometer
Job titles of respondents
16
Chief Sales Executive/Officer
General/National Sales Manager
Field/District/Regional Sales Manager
Sales Manager
Business-Unit/General Manager
Vice President of Sales/Marketing
Top Management (President/Chairman/CEO/Owner/Managing Director)
Marketing/PR/Product Manager
Salesperson/Sales support employee
Business development manager
Other
Account/National/Key Account Manager
Commercial Director
Marketing & Sales Manager
Operations/Services Managers
HR manager
Export Manager
Finance/Accounting Manager
0 0.05 0.1 0.15 0.2 0.25 0.3
26.4%
19.9%
11.7%
11.0%
10.6%
3.3%
3.2%
2.9%
2.9%
1.7%
1.5%
1.0%
1.0%
0.7%
0.7%
0.6%
0.6%
0.4%
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GSSI, June 22-24, 2011 Global Sales Barometer
Area of economic activity (sectors)
17The statistical coding schemes employed to group companies around areas of economic activity are in line with the NACE and ISIC schemes, which are representative of world commerce (see and
Mining and quarrying
Real estate activities
Public administration and defense
compulsory social security
Other
Water supply
sewerage, waste management and remediation activities
Arts, entertainment, and recreation
Education
Transportation and storage
Administrative and support service activities
Electricity, gas, steam and air conditioning supply
Accommodation and food service activities
Cosmetics/pharmaceuticals
Human health and social work activities
Food manufacturing
Construction
Professional, scientific, and technical activities
Financial and insurance activities
Agriculture, forestry, and fishing
Information and communication
Wholesale and retail trade
Manufacturing (other than food)
0 0.05 0.1 0.15 0.2 0.25 0.3 0.35
0.55%
0.55%
0.55%
0.55%
0.82%
0.96%
1.51%
1.78%
1.92%
2.19%
2.88%
3.15%
3.42%
3.56%
4.38%
5.75%
6.16%
6.44%
10.14%
12.19%
30.55%
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GSSI, June 22-24, 2011 Global Sales Barometer
MAIN FINDINGS
18
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GSSI, June 22-24, 2011 Global Sales Barometer
Sales competencies
Numbers correspond to mean values on a 7-point scale, where -1 = “Much worse than competitors” and +3 = “Much better than competitors”19
Maintaining customer relationships
Building customer relationships
Providing good after-sales service to customers
Closing sales
Providing leadership to salespeople
Targeting customers in the right way
Setting sales goals
Selecting the appropriate selling model for each customer
Organizing the sales force
Cross/up-selling customers
Delivering the right sales message
Segmenting customers
Working effectively with other functions in the organization
Providing good support to salespeople
Getting customer/market information
Avoiding excessive discounting
Selecting the right mix of sales channels to reach customers
Keeping the best salespeople
Controlling sales expenses
Turning sales goals into sales plans
Providing training to salespeople
Generating attractive sales leads
Evaluating sales force performance
Building salespeople’s skills
Accurately forecasting sales
Allocating sales resources
Motivating salespeople
Building sales managers’ skills
Determining the right size of the sales force
Quickly turning new recruits into effective salespersons
Using sales technologies
Decreasing the time needed to close a sale
Designing compensation systems
Attracting the best sales talent
0.00 0.20 0.40 0.60 0.80 1.00 1.20 1.40
1.3012048192771
1.28808446455506
1.14660493827161
0.928571428571429
0.918918918918919
0.914634146341463
0.900943396226416
0.896445131375583
0.894984326018809
0.87237479806139
0.846860643185299
0.842356687898089
0.834920634920635
0.815047021943578
0.800911854103344
0.786729857819909
0.78003120124805
0.758400000000001
0.751227495908347
0.748417721518987
0.733333333333334
0.721259842519691
0.686084142394823
0.685805422647533
0.66824644549763
0.640575079872205
0.606060606060607
0.604651162790698
0.55250403877221
0.533687943262411
0.52534562211982
0.498397435897438
0.35
0.343642611683851
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GSSI, June 22-24, 2011 Global Sales Barometer
Conclusions
20
• There is much room for improvement in almost any aspect of sales force and sales process management (mean value of competencies is not very high).
• Clearly, India, US, and Austria are outperforming the rest of the countries with regard to the average level of most sales competencies
• The lowest average levels of competencies are found in the following countries:
• Finland• France• Germany• Italy• UK
• There is much room for improvement in almost any aspect of sales force and sales process management (mean value of competencies is not very high).
• Clearly, India, US, and Austria are outperforming the rest of the countries with regard to the average level of most sales competencies
• The lowest average levels of competencies are found in the following countries:
• Finland• France• Germany• Italy• UK
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GSSI, June 22-24, 2011 Global Sales Barometer
Conclusions
21
• Average levels for most of the competencies do not differ significantly among sectors.
• However, the following statistically significant differences were found:
Competencies Highest-performing sectors Lowest-performing sectors
Organizing the sales force Transportation and storage Accommodation and food service activities
Building salespeople’s skills Other Public administration and defense; compulsory social security
Controlling sales expenses Construction Real estate activities
Working effectively with other functions in the organization
Administrative and support service activities Public administration and defense; compulsory social security
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GSSI, June 22-24, 2011 Global Sales Barometer
Conclusions
22
• More effective companies outperform lower performing ones across all 34 sales competencies.
• Sales competencies that high performing companies differ most compared to low performing companies are in descending order:
1. Motivating salespeople
1. Attracting the best sales talent
1. Providing good after-sales service to customers
1. Closing sales
1. Accurately forecasting sales
• These are areas that companies around the world should target for improvement
• Academic research and teaching need to focus at these areas in order to help companies improve their performance
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GSSI, June 22-24, 2011 Global Sales Barometer
Sales management expenses
23
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GSSI, June 22-24, 2011 Global Sales Barometer
Sales management expenses across countries in Local Currency Units
24
Mean cost of …
…recruiting, selecting, and hiring an individual
new recruit
...training an individual new recruit
... training an established salesperson
… a sales call
Australia (Dollars) NA NA NA NA
Austria (Euros) 3.804,00 6.583,33 2.300,00 86,25
Chile (Pesos) 1.279.354,65 2.024.588,24 1.095.912,50 112.734,21
Finland (Euros) 8.447,06 5.852,94 4.052,94 372,50
France (Euros) 8.629,63 9.380,00 7.126,09 611,77
Germany (Euros) 17.520,00 15.132,81 3.903,57 672,42
Greece (Euros) 13.002,94 1.444,84 1.029,53 168,49
India (Rupees) 16.500,00 31.625,00 25.600,00 641,00
Italy (Euros) 9.403,03 5.934,85 3.796,67 473,57
Poland (Zloties) 4.935,29 3.650,00 3.692,86 279,29
UK (Pounds) 8.364,08 8.250,00 4.653,64 519,75
US (Dollars) 33.427,78 35.125,00 26.325,26 1.140,16
Mean costs are shown; Costs across countries are not directly comparable since they are measured in local currency units. They should only be interpreted within the realms of a given country.
Executives can use these figures to benchmark their expenses in their respective country
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GSSI, June 22-24, 2011 Global Sales Barometer
Average cost of recruiting, selecting, and hiring a new recruit across countries
25
US Germany Greece UK Italy France Finland Austria Chile Poland India
0.00
5,000.00
10,000.00
15,000.00
20,000.00
25,000.00
30,000.00
35,000.0033427.7777777778
20515.2224824356
17959.8570551609
12577.5592828225
10685.261707989
9503.997389459898780.72642778525
4449.12280701757
3165.716434304952507.77140124343
951.776649746197
Mean costs are shown; Costs are converted to international dollars using IMF/WB PPP index 2010; Australia is excluded from this analysis due to very low number of cases; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 79,38; Asymp. Sign. = ,000)
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Average cost of training a new recruit across countries
26
US Germany UK France Austria Italy Finland Chile Greece Poland India
0.00
5,000.00
10,000.00
15,000.00
20,000.00
25,000.00
30,000.00
35,000.00
40,000.00
35125
17719.9209601874
12406.015037594
10330.3964757709
7699.805068226126744.14600550967
6084.13843707961
5009.76976426805
1995.638266938061854.674796747961824.23857868021
Mean costs are shown; Costs are converted to international dollars using IMF/WB PPP index 2010; Australia is excluded from this analysis due to very low number of cases; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 92,34; Asymp. Sign. = ,000)
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Average cost of training an established salesperson across countries
27
US France UK Germany Italy Finland Chile Austria Poland India Greece
0.00
5,000.00
10,000.00
15,000.00
20,000.00
25,000.00
30,000.00
26325.2631578947
7848.1133882398
6997.94941900205
4570.926731348284314.393939393954213.03656597774
2711.795520231232690.05847953217
1876.451800232291476.695892939551422.00736648251
Mean costs are shown; Costs are converted to international dollars using IMF/WB PPP index 2010; Australia is excluded from this analysis due to very low number of cases; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 71,55; Asymp. Sign. = ,000)
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Average cost of a sales call across countries
28
US Germany UK France Italy Finland Chile Greece Poland Austria India
0.00
200.00
400.00
600.00
800.00
1,000.00
1,200.001140.15789473684
787.382016890209781.578947368424
673.760125053289
538.152011922503
387.214137214137
278.956693241537
232.715074980267
141.913472706155
100.877192982456
36.9750807568064
Mean costs are shown; Costs are converted to international dollars using IMF/WB PPP index 2010; Australia is excluded from this analysis due to very low number of cases; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 109,11; Asymp. Sign. = ,000)
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Average cost of recruiting, selecting, and hiring a new recruit across sectors
29
Mean values are shown; Expenses are converted to international dollars using IMF/WB PPP index 2010; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 41,934; Asymp. Sign. = ,002)
Transportation and storage
Other
Food manufacturing
Education
Agriculture, forestry, and fishing
Wholesale and retail trade
repair of motor vehicles and motorcycles
Accommodation and food service activities
Mining and quarrying
Electricity, gas, steam and air conditioning supply
Water supply
sewerage, waste management and remediation activities
Arts, entertainment, and recreation
Cosmetics/pharmaceuticals
Human health and social work activities
Professional, scientific, and technical activities
Manufacturing
Administrative and support service activities
Construction
Financial and insurance activities
Public administration and defense
compulsory social security
Information and communication
0.00 5,000.00 10,000.00 15,000.00 20,000.00 25,000.00 30,000.00
659.586697035555
1516.59892423393
2880.82307885485
3942.1318861688
4181.55931679163
4403.66362144549
4791.16355307866
4875.26987076031
6939.31356792677
7630.65678814577
7781.58164164143
8243.21212781852
8978.17906533274
10409.3198167719
11628.2698380185
12305.1524655126
13837.1387453983
15104.5812038905
16644.8237885463
26905.9671645075SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Average cost of training a new recruit across sectors
30
Mean values are shown; Expenses are converted to international dollars using IMF/WB PPP index 2010; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 36,122; Asymp. Sign. = ,015)
Transportation and storage
Education
Wholesale and retail trade
repair of motor vehicles and motorcycles
Food manufacturing
Electricity, gas, steam and air conditioning supply
Water supply
sewerage, waste management and remediation activities
Accommodation and food service activities
Other
Cosmetics/pharmaceuticals
Information and communication
Human health and social work activities
Construction
Arts, entertainment, and recreation
Agriculture, forestry, and fishing
Manufacturing
Professional, scientific, and technical activities
Financial and insurance activities
Mining and quarrying
Administrative and support service activities
Public administration and defense
compulsory social security
Real estate activities
0.00 5,000.00 10,000.00 15,000.00 20,000.00 25,000.00 30,000.00 35,000.00
1483.4620148768
3354.80232214029
3366.51199326848
3728.56958737225
3730.08554310632
3743.07482796686
3995.03668369497
4384.44606233109
5358.05796669945
5395.7209393423
5512.91016837147
7116.03573393008
7164.73397849114
7820.85953432051
10535.1348271969
12242.3101883122
12467.2820432248
16299.4315949627
25697.2550676353
32848.751835536
33039.6475770926
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Average cost of training an established salesperson across sectors
31
Mean values are shown; Expenses are converted to international dollars using IMF/WB PPP index 2010; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 43,813; Asymp. Sign. = ,001)
Transportation and storage
Wholesale and retail trade
repair of motor vehicles and motorcycles
Other
Food manufacturing
Construction
Arts, entertainment, and recreation
Human health and social work activities
Cosmetics/pharmaceuticals
Water supply
sewerage, waste management and remediation activities
Electricity, gas, steam and air conditioning supply
Information and communication
Education
Agriculture, forestry, and fishing
Mining and quarrying
Administrative and support service activities
Manufacturing
Accommodation and food service activities
Professional, scientific, and technical activities
Financial and insurance activities
Public administration and defense
compulsory social security
0.00 5,000.00 10,000.00 15,000.00 20,000.00 25,000.00
831.473955735737
1425.15614352416
1721.04315233529
2035.99967597704
2411.7084338396
2581.26311405504
3003.3893056776
3009.30870365276
3080.86331232141
3246.48851247145
3459.66277169046
3683.49356004882
4181.63019723279
4487.72417862261
4784.83956024316
4954.16195551448
5508.19219453868
8058.26860320292
15877.9624613887
20844.3465491924
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Average cost of a sales call across sectors
32
Mean values are shown; Expenses are converted to international dollars using IMF/WB PPP index 2010; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 62,794; Asymp. Sign. = ,000)
Transportation and storage
Arts, entertainment, and recreation
Wholesale and retail trade
repair of motor vehicles and motorcycles
Administrative and support service activities
Food manufacturing
Professional, scientific, and technical activities
Accommodation and food service activities
Human health and social work activities
Financial and insurance activities
Cosmetics/pharmaceuticals
Electricity, gas, steam and air conditioning supply
Information and communication
Other
Education
Construction
Water supply
sewerage, waste management and remediation activities
Manufacturing
Agriculture, forestry, and fishing
Mining and quarrying
Public administration and defense
compulsory social security
0.00200.00
400.00600.00
800.001,000.00
1,200.001,400.00
1,600.001,800.00
2,000.00
58.2195421595754
132.011426550508
158.282779907651
172.092157396751
173.240331614635
192.146135962637
193.946851162765
202.239673904715
251.328682271514
257.179032388806
323.272883782921
370.52512073895
495.594713656388
533.681517773059
681.207792410013
734.200419894972
764.931482550292
797.164886149694
803.095663593097
1884.74669603524
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Average cost of recruiting, selecting, and hiring a new recruit between performance groups
33
Mean values are shown; Expenses are converted to international dollars using IMF/WB PPP index 2010; Statistically significant differences were not found between groups of companies based on T-test (T-test = -1,1592; Sig. (2-tailed) = ,247)
Low performing companies High performing companies0.00
2,000.00
4,000.00
6,000.00
8,000.00
10,000.00
12,000.00
14,000.00
8,249.55
12,600.52
NS
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GSSI, June 22-24, 2011 Global Sales Barometer
Average cost of training a new recruit between performance groups
34
Mean values are shown; Expenses are converted to international dollars using IMF/WB PPP index 2010; Statistically significant differences were found between groups of companies based on T-test (T-test = -2,544; Sig. (2-tailed) = ,011)
Low performing companies High performing companies0.00
1,000.00
2,000.00
3,000.00
4,000.00
5,000.00
6,000.00
7,000.00
8,000.00
9,000.00
10,000.00
5,510.03
9,312.89
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Average cost of training an established salesperson between performance groups
35
Mean values are shown; Expenses are converted to international dollars using IMF/WB PPP index 2010; Statistically significant differences were not found between groups of companies based on T-test (T-test = -1,160; Sig. (2-tailed) = ,247)
Low performing companies High performing companies0.00
1,000.00
2,000.00
3,000.00
4,000.00
5,000.00
6,000.00
3,659.88
5,250.29NS
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GSSI, June 22-24, 2011 Global Sales Barometer
Average cost of a sales call between performance groups
36
Mean values are shown; Expenses are converted to international dollars using IMF/WB PPP index 2010; Statistically significant differences were not found between groups of companies based on T-test (T-test = 0,270; Sig. (2-tailed) = ,787)
Low performing companies High performing companies430.00
435.00
440.00
445.00
450.00
455.00
460.00
465.00
470.00
475.00
480.00
479.90
449.29
NS
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GSSI, June 22-24, 2011 Global Sales Barometer
Conclusions
Clearly, more effective companies don’t overspend on everything.
• Expenses for…• Recruiting, selecting, and hiring salespeople,• Training established salespeople, and • Making sales calls
• …do not differ significantly between the two groups of companies.
• Higher performing companies, however, spend more money for training new recruits.
• Apparently, this helps companies in ramping up new recruits faster and more efficient.
Clearly, more effective companies don’t overspend on everything.
• Expenses for…• Recruiting, selecting, and hiring salespeople,• Training established salespeople, and • Making sales calls
• …do not differ significantly between the two groups of companies.
• Higher performing companies, however, spend more money for training new recruits.
• Apparently, this helps companies in ramping up new recruits faster and more efficient.
37
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GSSI, June 22-24, 2011 Global Sales Barometer
Sales management practices
38
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GSSI, June 22-24, 2011 Global Sales Barometer
Number of new salespeople hired
39Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 125,92; Asymp. Sign. = ,00); Australia is excluded from this analysis due to very low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Number of terminated salespeople
40Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 120,19; Asymp. Sign. = ,00); Australia is excluded from this analysis due to very low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Number of salespeople who left voluntarily
41Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 67,65; Asymp. Sign. = ,00); Australia is excluded from this analysis due to very low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Number of salespeople assigned to a field sales supervisor
42Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 81,93; Asymp. Sign. = ,00); Australia is excluded from this analysis due to very low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of the sales force that is female
43Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 75,49; Asymp. Sign. = ,00); Australia is excluded from this analysis due to very low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Age of the sales force
44Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 110,90; Asymp. Sign. = ,00); Australia is excluded from this analysis due to very low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Number of new salespeople hired
45Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 64,45; Asymp. Sign. = ,00)
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Number of salespeople who were terminated
46Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 57,60; Asymp. Sign. = ,00)
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Number of salespeople who voluntarily left
47Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 44,92; Asymp. Sign. = ,00)
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Number of salespeople who were assigned to a field sales supervisor
48Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 34,33; Asymp. Sign. = ,02)
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of the sales force that is female
49Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 126,19; Asymp. Sign. = ,00)
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Number of weekly sales calls
50Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 51,88; Asymp. Sign. = ,00)
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Comparison between performance groups
51
number of salespeople employed
number of new salespeople hired
number of salespeople who were terminated
number of salespeople who voluntarily left
number of salespeople who were assigned to a field sales supervisor
% of the sales force that is female
% of the sales force that holds a college/university degree or more (e.g. MBA)
age of the sales force
number of customers assigned to a salesperson
number of weekly sales calls
0.0020.00
40.0060.00
80.00100.00
120.00140.00
49.8480392156861
4.08578431372547
5.52912621359224
2.07211538461538
7.05494505494503
21.0841346153846
41.7230392156863
38.980487804878
104.213888888889
28.2861111111111
74.71
8.83291457286437
5.90954773869347
3.0528967254408
8.14344262295082
21.7740740740741
44.9770408163264
37.9950372208437
137.19262295082
42.6915819209041
High performing companies
Low performing companies
Mean values are shown; Statistically significant differences (at least at α = 5%) found between groups are based on T-test and are indicated by a red circle
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GSSI, June 22-24, 2011 Global Sales Barometer
Sales compensation practices
52
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GSSI, June 22-24, 2011 Global Sales Barometer
Compensation practices across countries(in local currency units)
53
Average…
Countriesgross
monthly salary
gross monthly bonuses
gross monthly commission
gross monthly fringe
benefits
total gross monthly
compensation
total gross annual
compensation
Australia (Dollars) NA NA NA NA NA NA
Austria (Euros) 3.164,29 842,86 533,75 280,00 3.730,50 44.766,00
Chile (Pesos) 869.941,67 329.537,50 574.512,94 106.691,18 1.675.067,80 20.100.813,56
Finland (Euros) 3.344,74 676,92 872,73 420,67 5.351,25 64.215,00
France (Euros) 2.833,53 739,91 839,75 274,88 4.163,25 49.959,00
Germany (Euros) 4.144,61 1.114,91 1.043,94 495,33 4.950,00 59.400,00
Greece (Euros) 1.551,66 622,44 211,96 220,67 2.323,19 27.878,32
India (Rupees) 89.600,00 29.600,00 20.200,00 7.625,00 106.875,00 1.282.500,00
Italy (Euros) 2.546,24 313,10 1.864,53 370,31 4.366,39 52.396,65
Poland (Zloties) 11.905,26 2.188,89 7.082,35 977,06 17.189,29 206.271,43
UK (Pounds) 3.051,21 498,69 280,27 502,85 4.112,00 49.344,00
US (Dollars) 4.254,64 1.104,37 5.284,83 1.333,69 11.584,83 139.017,92
Mean values are shown; Compensation across countries is not directly comparable since remuneration is measured in local currency units. They should only be interpreted within the realms of a given country.
Executives can use these figures to benchmark their compensation practices in their respective country
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GSSI, June 22-24, 2011 Global Sales Barometer
Gross monthly salary (PPP-adjusted)
54
Mean values are shown; Compensation is converted to international dollars using IMF/WB PPP index 2010; Australia is excluded from this analysis due to very low number of cases; Statistically significant differences were found among countries based on Kruskal Wallis test
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GSSI, June 22-24, 2011 Global Sales Barometer
Gross monthly bonuses (PPP-adjusted)
55
Mean values are shown; Compensation is converted to international dollars using IMF/WB PPP index 2010; Australia is excluded from this analysis due to very low number of cases; Statistically significant differences were found among countries based on Kruskal Wallis test
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Gross monthly commission (PPP-adjusted)
56
Mean values are shown; Compensation is converted to international dollars using IMF/WB PPP index 2010; Australia is excluded from this analysis due to very low number of cases; Statistically significant differences were found among countries based on Kruskal Wallis test
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Gross monthly fringe benefits (PPP-adjusted)
57
Mean values are shown; Compensation is converted to international dollars using IMF/WB PPP index 2010; Australia is excluded from this analysis due to very low number of cases; Statistically significant differences were found among countries based on Kruskal Wallis test
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Total gross monthly compensation (PPP-adjusted)
58
Mean values are shown; Compensation is converted to international dollars using IMF/WB PPP index 2010; Australia is excluded from this analysis due to very low number of cases; Statistically significant differences were found among countries based on Kruskal Wallis test
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Gross monthly salary (PPP-adjusted)
59
Mean values are shown; Compensation is converted to international dollars using IMF/WB PPP index 2010; Statistically significant differences were found among sectors based on Kruskal Wallis test
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Gross monthly bonuses (PPP-adjusted)
60
Mean values are shown; Compensation is converted to international dollars using IMF/WB PPP index 2010; Statistically significant differences were found among sectors based on Kruskal Wallis test
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Gross monthly commission (PPP-adjusted)
61
Mean values are shown; Compensation is converted to international dollars using IMF/WB PPP index 2010; Statistically significant differences were not found among sectors based on Kruskal Wallis test
NS
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GSSI, June 22-24, 2011 Global Sales Barometer
Gross monthly fringe benefits (PPP-adjusted)
62
Mean values are shown; Compensation is converted to international dollars using IMF/WB PPP index 2010; Statistically significant differences were not found among sectors based on Kruskal Wallis test
NS
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GSSI, June 22-24, 2011 Global Sales Barometer
Total gross monthly compensation (PPP-adjusted)
63
Mean values are shown; Compensation is converted to international dollars using IMF/WB PPP index 2010; Statistically significant differences were found among sectors based on Kruskal Wallis test
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Compensation practices across performance groups (PPP-adjusted)
64Mean values are shown; Statistically significant differences between company groups are indicated by a red arrow
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GSSI, June 22-24, 2011 Global Sales Barometer
Sales goals
65
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GSSI, June 22-24, 2011 Global Sales Barometer
How did the sales goals (in monetary value) assigned to your sales force for 2010 change as compared to 2009?
66
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GSSI, June 22-24, 2011 Global Sales Barometer
What is the average % change in sales goals (in monetary value) between 2009 and 2010?
67
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GSSI, June 22-24, 2011 Global Sales Barometer
Sales goals have increased by ... %
68
Mean values are shown; Australia is excluded from this analysis due to very low number of cases; statistically significant differences were found across countries based on Kruskal Wallis test
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Sales goals have decreased by ... %
69
Mean values are shown; Australia is excluded from this analysis due to very low number of cases; no statistically significant differences were found among countries based on Kruskal Wallis test
NS
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GSSI, June 22-24, 2011 Global Sales Barometer
70
Sales goals have increased by ... %
Mean values are shown; differences across sectors were not found to be statistically significant based on Kruskal Wallis test
NS
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GSSI, June 22-24, 2011 Global Sales Barometer
71
Sales goals have decreased by ... %
Mean values are shown; differences across sectors were not found to be statistically significant based on Kruskal Wallis test
NS
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GSSI, June 22-24, 2011 Global Sales Barometer
How did the sales goals (in monetary value) assigned to your sales force for 2010 change as compared to 2009?
72
Mean values are shown; Statistically significant differences were found between groups of companies based on Mann Whitney U test
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of companies’ salespeople having attained their sales goals in 2010
On average across countries, 63% of company salespeople have attained their sales goals in 2010. On average across countries, 63% of company salespeople have attained their sales goals in 2010.
73
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GSSI, June 22-24, 2011 Global Sales Barometer
% of companies’ salespeople having attained their sales goals in 2010
Mean values are shown; Australia is excluded from this analysis due to low number of cases; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square: 40,818; Asymp. Sign.: 0,000) 74
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of companies’ salespeople having attained their sales goals in 2010
75
Mean values are shown; Statistically significant differences were found among sectors based on Kruskal Wallis test (Chi-square: 49,76; Asymp. Sign.: 0,000)
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of companies’ salespeople having attained their sales goals in 2010
76
Mean values are shown; Statistically significant differences were found between groups of companies sectors based on Mann Whitney U test (Mann Whitney U : 30.079,00; Asymp. Sign.: 0,00)
SS
12,9% difference
Globalbenchmark!
Globalbenchmark!
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GSSI, June 22-24, 2011 Global Sales Barometer
Sales expenses budget
77
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GSSI, June 22-24, 2011 Global Sales Barometer
Total sales expenses as a ratio of total sales revenues in 2010
On average across countries, the ratio is 18%. On average across countries, the ratio is 18%.
78
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GSSI, June 22-24, 2011 Global Sales Barometer
Total sales expenses as a ratio of total sales revenues in 2010
79
Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test; Australia is excluded from this analysis due to low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Total sales expenses as a ratio of total sales revenues in 2010
80
Mean values are shown; Statistically significant differences were found among sectors based on Kruskal Wallis test; Data for the real estate sector were not available
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Total sales expenses as a ratio of total sales revenues in 2010
81
Globalbenchmark!
Globalbenchmark!
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Compared to 2009 sales expenses budget, how has 2010 sales expenses budget changed in your business
unit/company?
82
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GSSI, June 22-24, 2011 Global Sales Barometer
Average % of change in 2010 sales expenses budget compared to 2009 sales expenses budget
83
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GSSI, June 22-24, 2011 Global Sales Barometer
2010 sales expenses budget has increased compared to 2009 sales expenses budget by…
84
Statistically significant differences were not found among countries based on Kruskal Wallis test; Australia is excluded from this analysis due to very low number of cases
NS
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GSSI, June 22-24, 2011 Global Sales Barometer
2010 sales expenses budget has decreased compared to 2009 sales expenses budget by…
85
Statistically significant differences were not found among countries based on Kruskal Wallis test; Australia is excluded from this analysis due to very low number of cases
NS
![Page 86: GSSI, June 22-24, 2011 Global Sales Barometer Nick Panagopoulos, PhD Athens University of Economics & Business Paolo Guenzi, PhD SDA School of Management.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649ca25503460f949618d2/html5/thumbnails/86.jpg)
GSSI, June 22-24, 2011 Global Sales Barometer
2010 sales expenses budget has increased compared to 2009 sales expenses budget by…
86
Mean values are shown; No statistically significant differences were found among sectors based on Kruskal Wallis test; Data for the real estate sector were not available
NS
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GSSI, June 22-24, 2011 Global Sales Barometer
2010 sales expenses budget has decreased compared to 2009 sales expenses budget by…
87
Mean values are shown; No statistically significant differences were found among sectors based on Kruskal Wallis test; Data for the real estate, mining/quarrying, and accommodation/food service activities sectors were not available
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
2010 sales expenses budget has increased/decreased compared to 2009 sales expenses budget by…
88
Mean values are shown; Statistically significant differences were found between performance groups based on Mann Whitney U test
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Customer strategy
89
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GSSI, June 22-24, 2011 Global Sales Barometer
% of selling effort that is allocated to the following activities for 2010
90
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GSSI, June 22-24, 2011 Global Sales Barometer
% of selling effort that is allocated to acquiring new customers
91
Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test; Australia is excluded from this analysis due to low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of selling effort that is allocated to retaining and growing current customers
92
Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test; Australia is excluded from this analysis due to low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of selling effort that is allocated to winning back lost customers
93
Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test; Australia is excluded from this analysis due to low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of selling effort that is allocated to acquiring new customers
94Mean values are shown; Statistically significant differences were found among sectors based on Kruskal Wallis test;
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of selling effort that is allocated to retaining and growing current customers
95Mean values are shown; Statistically significant differences were found among sectors based on Kruskal Wallis test;
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of selling effort that is allocated to winning back lost customers
96Mean values are shown; Statistically significant differences were not found among sectors based on Kruskal Wallis test;
NS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of selling effort that is allocated to the following activities for 2010
97Mean values are shown; No statistically significant differences were found between groups of companies based on Mann Whitney U test
NS
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GSSI, June 22-24, 2011 Global Sales Barometer
Sales channels
98
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GSSI, June 22-24, 2011 Global Sales Barometer
Number of sales channels utilized
More effective companies employ more sales channels to go to markets compared to low performing companiesMore effective companies employ more sales channels to go to markets compared to low performing companies
99
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GSSI, June 22-24, 2011 Global Sales Barometer
Number of sales channels utilized
100
Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test; Australia is excluded from this analysis due to low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Number of sales channels utilized
101
Mean values are shown; No statistically significant differences were found among sectors based on Kruskal Wallis test;
NS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of 2010 sales contributed by sales channel
102
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GSSI, June 22-24, 2011 Global Sales Barometer
% of 2010 sales contributed by company-owned field sales force
103
Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test; Australia is excluded from this analysis due to low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of 2010 sales contributed by manufacturing reps/dealers/brokers/agents
104
Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test; Australia is excluded from this analysis due to low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of 2010 sales contributed by call centers
105
Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test; Australia is excluded from this analysis due to low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of 2010 sales contributed by direct marketing
106
Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test; Australia is excluded from this analysis due to low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of 2010 sales contributed by e-commerce
107
Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test; Australia is excluded from this analysis due to low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of 2010 sales contributed by mobile commerce
108
Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test; Australia is excluded from this analysis due to low number of cases
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of 2010 sales contributed by company-owned field sales force
109
Mean values are shown; Statistically significant differences were found among sectors based on Kruskal Wallis test;
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of 2010 sales contributed by manufacturing reps/dealers/brokers/agents
110
Mean values are shown; Statistically significant differences were found among sectors based on Kruskal Wallis test;
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of 2010 sales contributed by call centers
111
Mean values are shown; Statistically significant differences were found among sectors based on Kruskal Wallis test;
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of 2010 sales contributed by direct marketing
112
Mean values are shown; Statistically significant differences were found among sectors based on Kruskal Wallis test;
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of 2010 sales contributed by e-commerce
113
Mean values are shown; Statistically significant differences were found among sectors based on Kruskal Wallis test;
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of 2010 sales contributed by mobile commerce
114
Mean values are shown; Statistically significant differences were found among sectors based on Kruskal Wallis test;
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
% of 2010 sales contributed by sales channel
115
Mean values are shown; Statistically significant differences were found between the two performance groups based on Mann Whitney test
SS
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GSSI, June 22-24, 2011 Global Sales Barometer
Customer portfolio mix
116
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GSSI, June 22-24, 2011 Global Sales Barometer
% of sales attributed to different customer types
117
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GSSI, June 22-24, 2011 Global Sales Barometer
% of sales attributed to different customer types
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Mean values are shown; Statistically significant differences were found between performance groups based on Mann Whitney U test
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