TOP 12

SALES
PRACTICES
FOR 2022
 Only 6% of organizations
excel in the top 12
sales practices.

These world-class sales

Shifts to the market and the way we
organizations have:
work has ultimately widened the gap

9%
between buyers and sellers, impacting
win-rates and revenue.

What is really going to boost average-performing higher revenue attainment

sales organizations to world-class status?
Our recent research has pinpointed the top 12

11%
sales practices of world-class sales organizations
– from culture to processes, and from talent
to technology.
higher win rates
These 12 practices are all directly linked to
tangible, quantifiable results. And while there
are many other sales practices you can adopt
to improve your sales results, these 12 will
drive the greatest impact on performance. 17%
higher quota attainment

26%
stronger seller retention

2
 1 Planning makes perfect
Plan sales calls more effectively. Sellers are busy people. So, make
the most of every minute with a call planning tool that integrates
your workflows and technology. And train sellers on using it.

TOP
2 Change your spots

12
You won’t succeed with one-size-fits-all. Instead, align your
solution with your buyer’s challenges, and adjust your approach
based on their feedback.

3 Talent matters
Close workforce gaps with a talent strategy. The right strategy
accelerates sales because it puts the right people in the right position.
Hire for future needs and consolidate talent oversight under sales.

4 Facts over favorites

Don’t rely on subjective opinions for internal hires. Instead, formalize
your hiring process with objective assessments, and you’ll make
world-class smarter hiring decisions.
sales practices
5 Look beyond the numbers
Sales quotas don’t tell you the whole story of what a “good” seller
looks like. To get the full picture, use external benchmarks and
data-driven assessments to understand what’s behind top sellers’
performance and how to replicate this.

6 Embrace difference
Diverse, inclusive organizations perform better than their peers.
Ensure your sales leaders and managers lead with purpose, eliminate
subjective people processes, and create development plans for
individuals from under‑represented groups who show potential.

These represent the top 12 world-class sales practices, ranked in no specific order 3
 7 Quality not quantity
Improve your data quality by cleansing your existing CRM data. Then set a
framework that governs where and how you store your data, defines what
data you collect and retain, and assigns ownership of your data strategy.

8 Don’t guess, know

Establish a rigorous sales forecasting process. Stop relying on gut instincts
and move toward an objective approach that relies on your CRM data.
Schedule regular forecast reviews to keep everything up to date.

9 Never stop learning

Formalize the coaching process. The most effective coaching is
well‑structured, planned, and calendared. Define what coaching is,
then set a consistent schedule.

10 Big data, big wins

Use data to predict performance. Use it right and you’ll know
with certainty how deals move, identify sellers’ weaknesses to address
with targeted coaching, and replicate winning selling behaviors across
your salesforce.

11 Collaborate to dominate
Align sales management, operations, and enablement. These three
functions often operate independently. Create a coalition by finding new
ways to work together, creating an environment that welcomes dialogue.

12 Get on the same page

Align sales, marketing, and customer service. These teams frequently
operate from a silo. To ensure these groups maintain their focus on
your buyer, share data and set up regular meetings.

These represent the top 12 world-class sales practices, ranked in no specific order 4
 1
We effectively use call
Planning WHERE TO START

planning tools to prepare

for customer interactions. makes » Choose the right call planning tool.
The most effective tool is quite simply
the tool your sellers will use. This might
be a checklist, a template, or methodology

WORLD-CLASS
perfect that allows sellers to gather information to
share and use to win deals.

» Integrate the tool with your workflow

and technology. Sellers won’t use tools

74%
agree
KEY INSIGHTS
that don’t connect seamlessly with their
workflows. If your tool adds tedious steps
that aren’t meaningful or can’t integrate
Sellers typically spend 20% of their time with your existing tech stack, sellers will
planning their calls. That cuts into the be less likely to use it.
already limited time in their schedule —
30% — devoted to selling. » Train and coach your sellers on how to
use call planning tools. To drive greater
World-class organizations take advantage of adoption, show your sellers how call
ALL call planning tools to reduce the time sellers planning tools can help them quickly

24%
spend preparing for sales calls. And with an figure out how to address each buyer
average of 6.2 buying influences involved in persona. Sales managers can help sellers
a sale, their sellers make the most of their save additional time by focusing their
call preparation to tailor their interactions call planning efforts on calls that require
agree so they can stand out from the pack. documented, formal planning.

5
 2 WHERE TO START

» Follow a consistent sales methodology.

Your sales methodology should spell
out what your sellers should do and
how and why they should do it for each
phase of the buying journey. Your sales
methodology should cover things like
We effectively
articulate solutions
that are aligned to
Change how to prepare for sales calls, how to
identify decision-makers, and how to
analyze opportunities.

buyers’ needs.
your spots » Align your sales methodology with your
buyer’s journey. Your sales methodology
is your foundation. To take it to the next
level, it’s critical to align your sales process
with your buyer’s path. To create a formal
WORLD-CLASS map of your customer’s journey, include all
stages, from awareness to implementation

94%
agree
KEY INSIGHTS
and support. Along the journey, track
decisions and defining moments, or the
times when customers form an impression
A one-size-fits-all approach to buyers of your organization.
doesn’t work. When sellers work backward
and tailor their solution to the buyer’s » Focus on the voice of the customer.
context, challenges, and desired outcome, In our 2021 Buyer Preferences Study,
they’ll become more successful. Part of buyers ranked ‘talked too much, did
that success depends on a seller’s ability to not seem to listen’ as the second most
ALL master perspective. Delivering perspective impactful negative behavior exhibited by

52%
— tailored insights that help customers see sellers. Prepare questions that will elicit
a challenge or opportunity in a new light insights that you need to move your deal
— instead of a laundry list of features and forward. Ask your buying influences for
benefits can convince decision-makers to feedback and use their input to refine
agree move a deal forward. your approach.

6
 3 WHERE TO START

» Consolidate oversight in the

sales organization. Many organizations
view the processes in the talent cycle —
recruitment, hiring, assignment, development,
and exiting — as distinct tactics. As a result,
they delegate these activities to other
departments, such as HR and learning and
development, instead of viewing them
Our talent strategy through a holistic lens. When organizations
ensures we have the
people capability
to achieve our
Talent bring the oversight of these activities under
the sales organization’s umbrella, they develop
a clearer vision that enables success against
the business goals of the sales organization.
business goals.
matters » Plan for the future. Many sales organizations
have a backward-looking view of hiring.
They tend to look at what’s made them
successful in the past and hire to that model.
WORLD-CLASS However, that fails to account for changes
in the market, such as the pandemic and

94%
agree
digitalization. Hire for what you forecast your
needs will be, not what they currently are.

» Measure the impact of your talent strategy.

KEY INSIGHTS Create a dashboard of metrics so you can
track your strategy. Monitor metrics such
Talent gaps in sales and management as vacancy rates, time to fill positions,
teams are the top internal challenge cited percentage of positions filled internally
by sales organizations, according to our and externally, time between hire date
ALL 2020‑2021 Sales Performance Study. and full-quota productivity, engagement

32%
World‑class organizations outnumber the levels, and voluntary and involuntary
rest three to one in believing that their attrition. Supplement this objective data
talent strategy delivers people with the with qualitative feedback from new hires,
right capacity, competency, and capability exit interviews, and clients. Every quarter,
agree to succeed in the future.. review your data and refine your strategy.

7
 4 WHERE TO START

» Formalize the internal hiring process.

Sales directors and sales managers
have a large sphere of influence, so the
ramifications of a bad managerial hire can
cascade through the sales organization.
Yet many organizations take an informal
We have an effective approach to internal hiring because they’re
comfortable hiring a known quantity.
process to identify The process for hiring from within should
candidates for roles from
within our organization
prior to filling roles through
Facts over be as formal as your external process,
using candidate profiles and data.

external methods.
favorites » Look deeper than the sales numbers.
Sales organizations often promote their
top sellers to manager roles. But this
isn’t always the most logical progression
because the two roles differ significantly.
A data-driven assessment can better
WORLD-CLASS KEY INSIGHTS identify candidates with the competencies
and drivers that will enable them to lead.

94%
agree
Even before COVID-19, it took an average of
four months to fill an open position. And once
filled, it took nine months to get a new hire up
» Build a pipeline of future leaders.
Employees who want to advance their
to full productivity. Now, the timeline is longer, careers need to know that their employer
and it’s even harder — and costlier — to recruit is investing in their development. Internal
external talent. assessments can help you recognize
gaps in skills and competencies that
When organizations have an effective process you can fill with additional training and
that identifies internal candidates, it saves time coaching opportunities. When you help
ALL and money. But perhaps most importantly, your sales team identify their strengths

30%
these candidates are already embedded in your and weaknesses, they’ll be able to set
workflows, values, and culture, relieving some clearer goals for improvement. They’ll also
of the onboarding pressure. The key is to create be more engaged, be more likely to stay
a systematic, repeatable process for identifying with your organization, and be primed for
agree internal candidates who will excel in new roles. future opportunities.

8
 5 WHERE TO START

» Assess your sellers’ performance.

Assessment data is critical to
understanding what “good” looks
like. It’s even more important as the
definition of “good” continues to evolve.
Assessments can inform your hiring and
development strategies by revealing the
We have a clear,
externally informed
understanding of what
Look beyond traits, drivers, and behaviors that make
your top performers excel.

» Update your job profiles and

“good” looks like for
each of our sales roles. the numbers job descriptions. Your market and
selling model have likely changed in the
pandemic and with digital transformation.
List the key attributes that you think
your organization will need to thrive in
the future. Study adjacent industries
KEY INSIGHTS to determine what types of skills are
WORLD-CLASS prevalent or emerging and consider
In many sales organizations, achieving quota whether those skills are relevant to

94%
agree
is enough to convince sales leaders that their
sellers are “good.” In others, leaders define
“good” in terms of how sales reps sound when
your industry.

» Create personalized learning journeys.

talking to a buyer or in how well they reflect A detailed assessment can reveal
the competencies and personalities of sellers your sellers’ skill gaps as well as their
who have excelled in the past. Some look preferences for learning and coaching
for a particular set of industry expertise techniques. Some sellers may prefer to
or sales experience. learn with others; others prefer to learn
independently. Some will be self-directed;
ALL World-class sales organizations use objective others will want clear direction on how to

33%
data to measure the traits and capabilities achieve their goals. Using data to develop
of their top performers. This gives them a personalized learning strategy ensures
a solid foundation to base their hiring that your sellers will receive information in
and development decisions, to replicate the way that’s most meaningful to them,
agree winning behaviors in their other sellers. accelerating their growth.

9
 6 WHERE TO START

» Lead with purpose. Your sales leaders and

Embrace
managers must articulate your purpose
Our sales organization’s and model the behaviors you want to see
throughout the organization. Leaders
internal culture is both
and managers need to exhibit inclusive
diverse and inclusive.

difference behaviors. Their goal should be creating

a culture where employees feel physically
and emotionally safe, are given access to
opportunity, are listened to, and are able
to challenge others’ positions.
WORLD-CLASS
» Eliminate bias. Subjective hiring,

94%
KEY INSIGHTS promotion, and retention processes
can be breeding grounds for conscious
Sales organizations that are diverse and and unconscious bias. A data‑driven,
agree inclusive report stronger metrics than their skills‑based system can help eliminate
peers across the board. And adhering bias and ensure those hired and rising
to diversity, equity, and inclusion (DE&I) through the ranks have the training and
practices has the greatest impact on tools they need to reach the next level.
reducing voluntary turnover.
» Identify people in underrepresented
ALL Achieving DE&I goals is a process — there’s groups who show potential. Offer them

54%
no easy fix. There isn’t a singular initiative development opportunities and start a
or program you can implement and check growth planning process for them. With
the box. Instead, you’ll need a foundation of training, coaching, and sponsorship, you
values and goals, that are transparent and can fast-track their development and
agree reinforced, to create lasting change. ready them for leadership roles.

10
 7 WHERE TO START

» Choose your data. The first step is to decide

what problems your data can help you solve.
Then choose how to collect and analyze your
data as well as what metrics to measure.

» Establish a data governance framework.

With so much data at your disposal, it’s
necessary to develop a way to manage

Our sales organization

Quality not your data universe. A formal framework
will improve your data quality. To set a
framework, assign responsibility for data
is highly confident in
our CRM data. quantity ownership and management tasks, including
data entry; define where your organization
stores its data; ensure data quality through
steps such as deduplication, cleansing,
and augmentation; and decide which tools
and resources, such as dashboards and
KEY INSIGHTS predictive analytics, to invest in.
WORLD-CLASS
Garbage in, garbage out: that’s the status quo » Assign leaders for your sales data strategy.

83%
agree
for many sales organizations. They simply
don’t have the right data practices to yield
high-quality insights. And, since the average
Consistent oversight is necessary to ensure
that you follow through on your strategy.
Sales leaders should delegate ownership
sales organization has 10 sales technologies, of different parts of the strategy, such
many sales organizations are generating as data security to your IT team and tool
useless data streams that can’t help them selection to your sales operations team.
understand their customers or market. A data governance committee, composed
of representatives from across your
Organizations need to earn the return on their sales organization, should evaluate your
ALL investment in these systems. One way to do progress and look for gaps in your program.

27%
that is by developing a sales data strategy The committee should also periodically
that turns data into an asset. Organizations review your strategy, including your systems
that develop clear data strategies have higher and technology, processes, data roles and
win rates and quota attainment than those responsibilities, data quality, and data usage,
agree that don’t. to assess the need for change.

11
 8 WHERE TO START

» Eliminate subjectivity in forecasting.

Sellers often rely on gut feelings about
an opportunity’s possibility rather than
objective data. While a seller’s instinct is
an asset, it’s not reliable. Sellers are often
too subjective on those deals that are

We have a rigorous
forecasting
process that drives
Don't close-but-not-quite-closed opportunities,
particularly as they struggle with a lack
of pipeline and increasingly limited time
to sell.

forecast accuracy.
guess, » Generate predictive data. Document
a data strategy that helps your sales

know
organization use your data as an asset.
Encourage your sellers to see entering
data into your CRM as a good investment
WORLD-CLASS of their time, so they can get greater
visibility into current deals and better

92%
agree KEY INSIGHTS
predict future opportunities.

» Coach sellers on how to use

technology and process. Invest time
in developing clear processes and
Organizations with a rigorous sales technology workflows and reinforce
forecasting process win more deals. them with coaching. Then set a cadence
The problem is that many organizations don’t for regular forecast reviews — weekly,
have one that they can rely on. Either their monthly, and quarterly — with your
ALL process is too complex, which makes it sellers to avoid reliance on outdated or

39%
hard to use consistently, or it’s lacking in inaccurate reports. Sellers can evaluate
formality. As a result, fewer than 25% of sales opportunities more objectively when their
organizations have forecast accuracy of 75% managers coach them to look at their
or greater, according to our 2020-2021 Sales prior experience, buyer roles, and buyer
agree Performance Study. decision‑making process.

12
 9 WHERE TO START

» Define what coaching is. Sales organizations

often use “coaching” to describe any
manager‑seller interaction. Others use it to
refer to working on account strategies, such
as setting pricing or competing with a rival.
But coaching is broader than that. Coaching
is a leadership skill that sales managers use to
develop a seller’s full potential over the long

Managers consistently
coach salespeople Never stop term. They use their social, communication, and
questioning skills to show sellers opportunities
for improvement. There are five types of
strategic coaching conversations: lead and
to higher levels
of performance.
learning opportunity, skills and behaviors, funnel,
account, and territory.

» Follow a consistent, defined coaching process.

Even if sales organizations have a formal
coaching process, they still often leave the
WORLD-CLASS KEY INSIGHTS process up to their sales managers. Random
and informal approaches won’t work — and

94%
agree
Most sales managers coach their sellers
— if you define “coaching” as interacting
with their sellers. But most don’t do so
they won’t develop your managers’ coaching
skills. A formal approach defines areas for
coaching, develops a coaching process
consistently or with a clear goal in mind. connected to the buyer’s journey, requires sales
Few sales managers do more than help managers to improve their sales coaching skills,
their sellers close individual opportunities. and monitors the impact of sales coaching.

When sales managers coach well, their » Focus on quality, not quantity. Sales managers
sales reps are more likely to make their with many direct reports often think they don’t
ALL goals. But too many coaches employ a have enough time to coach. But it’s not about

41%
random or informal approach. Effective the time managers spend; it’s the substance of
coaching has a clear plan, schedule, and the coaching that matters. Effective coaching
strategy. Without a consistent approach reinforces your sales methodology and process
to coaching, even the most effective sales and models the same skills that sellers can use
agree managers lose their impact. to build stronger relationships with buyers.

13
10 WHERE TO START

» Look for patterns. Analyze your data to

see how opportunities move along the
buyer’s journey. Evaluate what actions
led to desired outcomes as well as losses.
With these insights, you’ll be able to
pinpoint techniques that result in a desired
outcome and which opportunities take the
longest to move through the pipeline.

We use sales analytics Big data, » Replicate your sales approach. If you
have a consistent sales methodology,
you’ll be able to use your data to analyze
to measure and predict
sales performance.
big wins successful deals. Most importantly the
methodology you use should allow you
to know which data is meaningful and
therefore deals can be reviewed along
the path to closing. Known leading
vs lagging indicators provide a better
WORLD-CLASS KEY INSIGHTS approach than searching randomly for
patterns. Sellers who consistently engage

91%
agree
CRM systems and supporting sales technology
platforms give sales leaders access to rich
amounts of data — the challenge is to
in the right behaviors to get to the best
customer outcome will be easy to find
as will those who do not.
extract insights from this data that you can
use to measure and improve your sellers’ » Identify gaps that require coaching.
performance. If you’ve got high adoption Analytics can highlight sellers’ weaknesses.
of your sales technology tools, particularly For example, accounts can be at risk if a
your CRM, and if you’ve implemented a data seller has a narrow reach or span in the
governance strategy, it’s time for the next step. account. This can be seen in the account
ALL management system or CRM. The sales

37%
Advanced sales analytics technology can offer manager who is easily able to identify this
your sellers specific guidance about how to issue can coach a seller on how to identify
increase the likelihood of a sale. These insights and work with a range of buying influences
help sellers improve win rates and perform who are key decision makers to improve
agree consistently at a high level. the likelihood of success.

14
 11 WHERE TO START

» Recognize opportunities for collaboration.

If you see misalignment, view it as an
opportunity to collaborate. For example,
if a sales manager notices that the field

Collaborate
updates in your CRM don’t align with the
opportunity planning methodology your
teams are using, tell sales operations.
If sales operations realizes that a new
Sales management,
operations, and
enablement are
effectively aligned
to dominate prospecting tool with buyer intent data
introduces a slightly different buyer
persona, partner with sales enablement
to add the persona and develop value
messaging. Set goals for these areas
to drive results. KEY INSIGHTS that you can work toward together.

The vast majority of world-class organizations » Challenge each other. Each group
report alignment between their sales should have a unique perspective, and
management, sales operations, and sales collaboration doesn’t mandate agreement.
WORLD-CLASS enablement functions. Sales management is Healthy discussions on each group’s point
responsible for executing the sales strategy, of view may improve innovation and clarity

94%
agree
including hiring, developing, and retaining
sales reps. Sales operations sets up the go-to-
market plan, including setting processes and
across the sales organization.

» Formalize your collaboration efforts.

Sporadic collaboration doesn’t foster
implementing technology. Sales enablement
builds on this foundation, empowering sellers alignment; constant collaboration will.
and their managers to be relevant and offer Schedule a regular cadence of meetings
value in every customer interaction. to address issues that often arise. For
instance, sales managers need to provide
World-class organizations have taken critical, regular feedback to the operations and
ALL proactive steps to ensure alignment between enablement teams on process adjustments

39%
these three groups. That requires much more and skill gaps that need to be addressed.
than having all three report to a CSO or Similarly, sales operations and sales
CRO. It requires constant collaboration and enablement should inform sales managers
checking in, even if all three are operating on of future changes so that they can support
agree separate tracks at full speed. their sales teams.

15
12 WHERE TO START

» Center everything you do on your customer.

A primary obstacle to alignment is a
functional, siloed mindset. To ensure
effective alignment regarding what
customers want and need, it’s essential
to make customers, their desired
experiences, and their paths to decision
and implementation the main design point
Sales, marketing, and of all of your alignment efforts. Once your
customer service are
effectively aligned
on customer wants
Get on the »
teams are aligned on that point, it’s easier
to focus externally and line up internally.

Collect, share, and analyze customer data.

and needs.
same page Work together as an enterprise to
understand your customers’ experience.
While the quantitative data your tech stack
collects is useful, qualitative data from your
customers is even more informative. Ask
WORLD-CLASS your customers to share their experiences in
their own words, so you better understand

90%
agree
KEY INSIGHTS
how they engage with your organization at
the different stages of their journey.

Sales, marketing, and customer service all » Foster collaboration with

want one thing: satisfied customers. Despite cross‑functional teams. When
this shared goal, in many sales organizations, representatives from sales, marketing, and
collaboration among these departments service sit together, they’re more likely to
is rare. They often view the customer collaborate to ensure that customers enjoy
independently through their own lens, without the best possible service and outcomes.
ALL considering the customer experience earlier or They can share insights they’ve gleaned

39%
later in the buying cycle. Siloed thinking and from not only their relationships with
planning mean that each team addresses each various buying influences but also from the
customer piecemeal, so they lack a consistent data captured in their sales technology,
approach and, in the end, don’t serve their helping them to better understand their
agree common goal. customers’ business objectives.

16
Conclusion
The message that we’ve gleaned from compiling the top 12 sales practices
that contribute to world-class sales results is that they all of which boil
down to finding and investing in the right people and making it easier for
those people to excel in their role.

But this was also the message of the Great We recommend that you start in one of two
Resignation, millions of people quit their areas: either the sales practice that’s easiest
jobs to look for the next opportunity. to address that will yield the biggest payoff or
the opportunity that’s causing you the most
If you aren’t developing your new hires, pain. Obtaining alignment between sales,
building a diverse and inclusive culture, marketing, and service will likely be a heavier
or offering technology and tools that make lift than using call planning tools effectively
work easier, your sellers will simply move on or implementing more consistent coaching.
to the next opportunity where they will find If you succeed in one area, you’ll gather
someone willing to invest in them. momentum as well as support to continue
striving toward world-class status.
It can be daunting to consider making all
of these improvements at once. We don’t If you’re ready to start your journey to become
suggest tackling more than one or two sales world-class, we can help. We’ll help you assess
practices at a time. And there is no single your sales organization against these 12 best
correct starting place. practices and recommend how you can start
transforming your sales organization today, so
you can close the gap between where you are
and where you need to be.

Contact us
to learn more.
kornferry.com
17
APPENDIX A: THE 12 PRACTICES – PERCENTAGE AGREEMENT AMONG WORLD-CLASS SALES ORGANIZATIONS

Sales practice World - class All

We effectively use call planning tools to prepare for customer interactions. 74% 24%

We effectively articulate solutions that are aligned to buyers’ needs. 94% 52%

Our talent strategy ensures we have the people capability to achieve our business goals. 94% 32%

We have an effective process to identify candidates for roles from within our organization prior to filling roles 94% 30%
through external methods.

We have a clear, externally informed understanding of what “good” looks like for each of our sales roles. 94% 33%

Our sales organization’s internal culture is both diverse and inclusive. 94% 54%

Our sales organization is highly confident in our CRM data. 83% 27%

We have a rigorous forecasting process that drives forecast accuracy. 92% 39%

Managers consistently coach salespeople to higher levels of performance. 94% 41%

We use sales analytics to measure and predict sales performance. 91% 37%

Sales management, operations, and enablement are effectively aligned to drive results. 94% 39%

Sales, marketing, and customer service are effectively aligned on customer wants and needs. 90% 39%

(Practices are not ranked)

18
APPENDIX B: STUDY METHODOLOGY

In this study we surveyed more than 1,100 global sales

respondents who answered 60+ practice questions from
April to June 2021. We analyzed responses from 911 sales
leaders.2 Our global B2B respondents spanned a range
of industries, with particularly strong representation from
the technology, manufacturing, professional services,
and industrial/chemical sectors.

We then correlated the 60+ sales practices with seven key

operational metrics. Using this correlation, we determined
the top 12 world-class practices that have the strongest
connection to sales success at the organizational level.

After identifying the top 12 practices, we then identified

those organizations that responded “agree” or “strongly
agree” in at least 10 of the 12 practices. The result of this
qualification process is that 5.8% of our study population
is in this year’s world-class segment. These world-class
sales organizations significantly outperform other study
participants, reporting 8.9% higher revenue attainment,
17.0% higher quota attainment, and 11.4% higher win rates.

2 For relevance to our readership, we excluded small and microbusinesses.

19
APPENDIX C: 2021 WORLD-CLASS SALES PRACTICES STUDY – DEMOGRAPHICS

Respondents by industry % Respondents by roles %

Technology 23% Senior Sales Mgmt 40%
Manufacturing 16% Sales Professional 17%
Professional & Business Services 13% Exec Mgmt, Non-Sales 16%
Industrial & Chemical 12% Frontline Sales Manager 8%
Consumer/Consumer Products 11% Sales Enablement 5%
Healthcare 8% Marketing 4%
Life Sciences/Pharmaceuticals/Boisciences 7% Human Resources 3%
Banking/Financial Services/Insurance 6% Sales Operations 3%
Other 3% Other 3%
Educational & Government 2% Customer Service Leader 2%

Respondents by revenue % Respondents by region %

$2M – $10M 12% North America 56%
$11M – $50M 16% EMEA 25%
$51M – $250M 22% APAC 11%
$251M – $1B 16% LATAM 7%
$1.01B – $5B 16% Other 1%
> $5B 18%

20
When you bring together world
class sales practices with proven
sales methodology powered by
the Intelligence Cloud, you get
more than information. You get
actionable insights, housed in a
repeatable, consistent framework
that can help your sales team
manage their time, prioritize the Korn Ferry is a global organizational consulting firm.
right deals and close more sales. We work with our clients to design optimal
organization structures, roles, and responsibilities.
We help them hire the right people and advise
them on how to reward and motivate their
workforce while developing professionals as they
navigate and advance their careers. Our 7,000
To learn more about Sales experts in more than 50 countries deliver on five
Effectiveness Solutions powered core areas: Organization Strategy, Assessment
by Korn Ferry Intelligence Cloud, and Succession, Talent Acquisition, Leadership
contact us kornferry.com Development, and Total Rewards.

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