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The Sales Strategy and Design Journey

by Dave Egloff  |  March 12, 2019  |  1 Comment

Chief Sales Officers have more access and transparency to sales pipeline, seller performance, and customer data than ever before.  This isn’t a new phenomenon.  It’s the result of better systems, data mindfulness and intellectual curiosity.

While some organizations have made more progress than others, all are on this journey to leverage the data collected.  For most, the journey is not about being optimal.  That’s simply too lofty.  A more realistic goal is to be incrementally better:

  • Improve business reviews
  • Make smarter decisions
  • Better utilize resources
  • Find opportunities
  • Address issues

Chief Sales Officers are looking for ways to convert the new norm of data and transparency into actionable insights to the many components, drivers and competitive forces that influence their sales strategy and design.

The Balanced Process of Sales Strategy & Design

Progressive CSOs see strategy and design as a perpetual process.  This doesn’t mean they are constantly changing.  Instead, they are thoughtfully setting plans that are managed iteratively.  While some decisions may be made relatively infrequently, the discussions and evaluations are ongoing.

It is interesting to think about how “evaluation” has changed.  Many years ago, assessments were solely based on manager feedback.  Over time, reporting and analytics have improved significantly.  World-class CSOs evaluate strategy and design using a balanced approach of qualitative assessments and quantitative insights.  This is the most informative and least biased approach to prioritize resource allocation, evaluate sales performance and assess a business.

To be balanced, leadership must not over-rotate in terms of their strategic approach.  While data is valuable and objective, sales manager feedback is still critically important.  The best decisions are made when all feedback is collected.  Also, while a business or sales team is measured frequently, changes are thoughtfully considered, and strategies are given time to play out.

The pressures on today’s B2B Chief Sales Officer are immense.  Buyer behaviors are changing, and the competition is evolving.  Sales strategy and design practices must also continue to change.  Fortunately, with access and transparency, converting data to information and again to actionable insights is more of a reality than ever before.

Category: sales-strategy  

Tags: sales-force-design  sales-strategy  

Dave Egloff
Senior Director
1 years at Gartner
20 years IT Industry

Dave Egloff is a Senior Director, Analyst in the Gartner for Sales Leaders practice. His current work focuses on key initiatives in sales strategy, sales operations and sales compensation. Read Full Bio


Thoughts on The Sales Strategy and Design Journey


  1. Thank you Dave
    It’s true “To be balanced, leadership must not over-rotate in terms of their strategic approach. While data is valuable and objective, sales manager feedback is still critically important”



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