Industry reports suggest that more and more companies, particularly in the light of the recent economic hard time, are looking to become even leaner and more focused on core areas of their business operations as they ramp-up while outsourcing the sales function to external suppliers who can provide highly specialised expertise that delivers real added value.
Today, we are witnessing an increasing number of companies who see sales as a non-core function and don’t want to manage it in-house anymore and put up with the associated hassle and costs.
This may seem an odd thing to do in a world driven by the commercial reality of sales, shareholder return and bottom line performances as the measure of business success, but increasing numbers of those responsible for the sales function – sales managers and directors – now see the real value of turning to outsourcing to better ‘sweat’ their assets.
The rationale behind this is simple: today’s sales manager is more savvy and better informed about business processes and increasingly receptive to new ways of doing business to drive sales, growth and secure the customer base. For some, there’s also the fear that a large and expensive to maintain team doesn’t always perform as hoped, failing to deliver the predicted sales revenue demanded as the ultimate measure of success.
Also, the dynamics of recruiting and running sales teams are rapidly changing. Managing and motivating sales-minded people has increasingly become a full-time job in itself for those trying to build a business, particularly for small to medium sized enterprises whose owners and managers have to deal with a myriad number of business issues and face huge constraints on their time.
There’s no doubt that the rising trend to outsource sales will continue to be driven ever more by pressures on time and resources and will become progressively commonplace as the economy continues to pick-up in the face of renewed confidence.
It will be particularly prevalent among those working for companies where the sales function is limited or completely non-existent – for instance, small nimble footed IT firms who might have plateaued and need to find new markets and outlets for their services in order to move to the next phase of growth but don’t want to invest in in-house sales. The owners and managers running these businesses really value, in our experience, the outsourcing approach as an accountable route to growth, producing a more demonstrable and quantifiable return on investment through improved – and better quality – sales lead generation.
We are also seeing a growing acknowledgment among those at the top of the corporate ladder to embrace the benefits of outsourcing. Senior management throughout UK plc is prepared to throw off the shackles of traditional, well established business practices to engage in the outsourcing process – they see the value it offers and are better prepared to sanction its use with increasingly larger budgets to galvanise people and resources for maximum effect and return.
Outsourcing the sales process to experts who can add real value in the supply chain will only continue to make huge strides and achieve growth in the next few years – a vital cog in the engine of economic development and creating sustainable pipelines of new business growth for clients looking for real high quality sales leads rather than relying on playing the game of endless rounds of scheduled appointments and trusting to luck when it comes to converting these into profit.