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GSSI, June 22-24, 2011 Global Sales Barometer Nick Panagopoulos, PhD Athens University of Economics & Business Paolo Guenzi, PhD SDA School of Management.

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Presentation on theme: "GSSI, June 22-24, 2011 Global Sales Barometer Nick Panagopoulos, PhD Athens University of Economics & Business Paolo Guenzi, PhD SDA School of Management."— Presentation transcript:

1 GSSI, June 22-24, 2011 Global Sales Barometer Nick Panagopoulos, PhD Athens University of Economics & Business Paolo Guenzi, PhD SDA School of Management – Bocconi University Global Sales Barometer (GSB) Results from the 2010 survey

2 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

3 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

4 GSSI, June 22-24, 2011 Global Sales Barometer ABOUT THE GSB 4

5 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

6 GSSI, June 22-24, 2011 Global Sales Barometer Benchmarking sales best practice across Countries Sectors High vs. low performing companies Time* Benchmarking sales best practice across Countries Sectors High vs. low performing companies Time* Sales goals Sales expenses budget Sales competencies Sales management practices Improving sales practice 6 Sales management expenses Sales compensation Customer strategy Sales channels Customer portfolio mix GSB Research Model

7 GSSI, June 22-24, 2011 Global Sales Barometer RESEARCH METHODS 7

8 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

9 GSSI, June 22-24, 2011 Global Sales Barometer Initial size of sampling frame: 33, 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

10 GSSI, June 22-24, 2011 Global Sales Barometer Distribution of effective responses across countries 10

11 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

12 GSSI, June 22-24, 2011 Global Sales Barometer PRELIMINARY ANALYSES 12

13 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

14 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

15 GSSI, June 22-24, 2011 Global Sales Barometer SAMPLE PROFILE 15

16 GSSI, June 22-24, 2011 Global Sales Barometer Job titles of respondents 16

17 GSSI, June 22-24, 2011 Global Sales Barometer Area of economic activity (sectors) 17 The 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

18 GSSI, June 22-24, 2011 Global Sales Barometer MAIN FINDINGS 18

19 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

20 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

21 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: CompetenciesHighest-performing sectorsLowest-performing sectors Organizing the sales forceTransportation and storageAccommodation and food service activities Building salespeople’s skillsOtherPublic administration and defense; compulsory social security Controlling sales expensesConstructionReal estate activities Working effectively with other functions in the organization Administrative and support service activitiesPublic administration and defense; compulsory social security

22 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

23 GSSI, June 22-24, 2011 Global Sales Barometer Sales management expenses 23

24 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 Austria (Euros)3.804, , ,0086,25 Chile (Pesos) , , , ,21 Finland (Euros)8.447, , ,94372,50 France (Euros)8.629, , ,09611,77 Germany (Euros)17.520, , ,57672,42 Greece (Euros)13.002, , ,53168,49 India (Rupees)16.500, , ,00641,00 Italy (Euros)9.403, , ,67473,57 Poland (Zloties)4.935, , ,86279,29 UK (Pounds)8.364, , ,64519,75 US (Dollars)33.427, , , ,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

25 GSSI, June 22-24, 2011 Global Sales Barometer Average cost of recruiting, selecting, and hiring a new recruit across countries 25 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

26 GSSI, June 22-24, 2011 Global Sales Barometer Average cost of training a new recruit across countries 26 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

27 GSSI, June 22-24, 2011 Global Sales Barometer Average cost of training an established salesperson across countries 27 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

28 GSSI, June 22-24, 2011 Global Sales Barometer Average cost of a sales call across countries 28 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

29 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) SS

30 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) SS

31 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) SS

32 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) SS

33 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) NS

34 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) SS

35 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) NS

36 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) NS

37 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

38 GSSI, June 22-24, 2011 Global Sales Barometer Sales management practices 38

39 GSSI, June 22-24, 2011 Global Sales Barometer Number of new salespeople hired 39 Mean 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

40 GSSI, June 22-24, 2011 Global Sales Barometer Number of terminated salespeople 40 Mean 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

41 GSSI, June 22-24, 2011 Global Sales Barometer Number of salespeople who left voluntarily 41 Mean 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

42 GSSI, June 22-24, 2011 Global Sales Barometer Number of salespeople assigned to a field sales supervisor 42 Mean 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

43 GSSI, June 22-24, 2011 Global Sales Barometer % of the sales force that is female 43 Mean 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

44 GSSI, June 22-24, 2011 Global Sales Barometer Age of the sales force 44 Mean 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

45 GSSI, June 22-24, 2011 Global Sales Barometer Number of new salespeople hired 45 Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 64,45; Asymp. Sign. =,00) SS

46 GSSI, June 22-24, 2011 Global Sales Barometer Number of salespeople who were terminated 46 Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 57,60; Asymp. Sign. =,00) SS

47 GSSI, June 22-24, 2011 Global Sales Barometer Number of salespeople who voluntarily left 47 Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 44,92; Asymp. Sign. =,00) SS

48 GSSI, June 22-24, 2011 Global Sales Barometer Number of salespeople who were assigned to a field sales supervisor 48 Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 34,33; Asymp. Sign. =,02) SS

49 GSSI, June 22-24, 2011 Global Sales Barometer % of the sales force that is female 49 Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 126,19; Asymp. Sign. =,00) SS

50 GSSI, June 22-24, 2011 Global Sales Barometer Number of weekly sales calls 50 Mean values are shown; Statistically significant differences were found among countries based on Kruskal Wallis test (Chi-square = 51,88; Asymp. Sign. =,00) SS

51 GSSI, June 22-24, 2011 Global Sales Barometer Comparison between performance groups 51 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

52 GSSI, June 22-24, 2011 Global Sales Barometer Sales compensation practices 52

53 GSSI, June 22-24, 2011 Global Sales Barometer Compensation practices across countries (in local currency units) 53 Average… Countries gross monthly salary gross monthly bonuses gross monthly commission gross monthly fringe benefits total gross monthly compensation total gross annual compensation Australia (Dollars) NA Austria (Euros) 3.164,29842,86533,75280, , ,00 Chile (Pesos) , , , , , ,56 Finland (Euros) 3.344,74676,92872,73420, , ,00 France (Euros) 2.833,53739,91839,75274, , ,00 Germany (Euros) 4.144, , ,94495, , ,00 Greece (Euros) 1.551,66622,44211,96220, , ,32 India (Rupees) , , , , , ,00 Italy (Euros) 2.546,24313, ,53370, , ,65 Poland (Zloties) , , ,35977, , ,43 UK (Pounds) 3.051,21498,69280,27502, , ,00 US (Dollars) 4.254, , , , , ,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

54 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 SS

55 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

56 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

57 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

58 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

59 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

60 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

61 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

62 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

63 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

64 GSSI, June 22-24, 2011 Global Sales Barometer Compensation practices across performance groups (PPP-adjusted) 64 Mean values are shown; Statistically significant differences between company groups are indicated by a red arrow

65 GSSI, June 22-24, 2011 Global Sales Barometer Sales goals 65

66 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

67 GSSI, June 22-24, 2011 Global Sales Barometer What is the average % change in sales goals (in monetary value) between 2009 and 2010? 67

68 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

69 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

70 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

71 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

72 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

73 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

74 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

75 GSSI, June 22-24, 2011 Global Sales Barometer % of companies’ salespeople having attained their sales goals in 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

76 GSSI, June 22-24, 2011 Global Sales Barometer % of companies’ salespeople having attained their sales goals in Mean values are shown; Statistically significant differences were found between groups of companies sectors based on Mann Whitney U test (Mann Whitney U : ,00; Asymp. Sign.: 0,00) SS 12,9% difference Global benchmark! Global benchmark!

77 GSSI, June 22-24, 2011 Global Sales Barometer Sales expenses budget 77

78 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%. 78

79 GSSI, June 22-24, 2011 Global Sales Barometer Total sales expenses as a ratio of total sales revenues in 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

80 GSSI, June 22-24, 2011 Global Sales Barometer Total sales expenses as a ratio of total sales revenues in 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

81 GSSI, June 22-24, 2011 Global Sales Barometer Total sales expenses as a ratio of total sales revenues in Global benchmark! Global benchmark! SS

82 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

83 GSSI, June 22-24, 2011 Global Sales Barometer Average % of change in 2010 sales expenses budget compared to 2009 sales expenses budget 83

84 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

85 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

86 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

87 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

88 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

89 GSSI, June 22-24, 2011 Global Sales Barometer Customer strategy 89

90 GSSI, June 22-24, 2011 Global Sales Barometer % of selling effort that is allocated to the following activities for

91 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

92 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

93 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

94 GSSI, June 22-24, 2011 Global Sales Barometer % of selling effort that is allocated to acquiring new customers 94 Mean values are shown; Statistically significant differences were found among sectors based on Kruskal Wallis test; SS

95 GSSI, June 22-24, 2011 Global Sales Barometer % of selling effort that is allocated to retaining and growing current customers 95 Mean values are shown; Statistically significant differences were found among sectors based on Kruskal Wallis test; SS

96 GSSI, June 22-24, 2011 Global Sales Barometer % of selling effort that is allocated to winning back lost customers 96 Mean values are shown; Statistically significant differences were not found among sectors based on Kruskal Wallis test; NS

97 GSSI, June 22-24, 2011 Global Sales Barometer % of selling effort that is allocated to the following activities for Mean values are shown; No statistically significant differences were found between groups of companies based on Mann Whitney U test NS

98 GSSI, June 22-24, 2011 Global Sales Barometer Sales channels 98

99 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 companies 99

100 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

101 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

102 GSSI, June 22-24, 2011 Global Sales Barometer % of 2010 sales contributed by sales channel 102

103 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

104 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

105 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

106 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

107 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

108 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

109 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

110 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

111 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

112 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

113 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

114 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

115 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

116 GSSI, June 22-24, 2011 Global Sales Barometer Customer portfolio mix 116

117 GSSI, June 22-24, 2011 Global Sales Barometer % of sales attributed to different customer types 117

118 GSSI, June 22-24, 2011 Global Sales Barometer % of sales attributed to different customer types 118 Mean values are shown; Statistically significant differences were found between performance groups based on Mann Whitney U test SS


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