Are you on track to be a leading CSO?

Technology has turned sales, and the role of the chief sales officer (CSO), upside down. When sales teams commanded the facts, they held power over customers. Now, with the internet empowering us all, the CSO has to find a new USP.

“Instead of going into a company and talking about what we sell, it is more about asking yourself: ‘What is the customer trying to accomplish - and how can we help them?’ It’s about trying to understand their pain points and bringing solutions to them.”

Maria Ciliberti
Vice President, Sales Europe, Middle East and Africa at technology and specialty materials company Celanese

Meanwhile, customers want new terms of engagement: the ascendancy of virtual – over face-to-face – contact demands fresh ways of building customer intimacy; new communication channels and techniques and the central role of big data call for greater technical skills; and the drive for a positive customer experience requires sales to work more collaboratively with the wider value chain.

Industry-leading CSOs are thriving on such challenges to push forward the frontiers and role of the sales chief. However, an EY survey of more than 800 sales and marketing leaders and C-suite executives, along with over 20 in-depth interviews, shows many CSOs are resisting new thinking, techniques and technology.

The research, explored further in Competition, coexistence or symbiosis? The DNA of C-suite sales and marketing leaders, offers valuable insights into what successful sales leaders must do and be today.

Are you moving swiftly to ensure that you and your teams remain fit for purpose? Get more insights here.

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