埃森哲-数字化销售报告（英文）-2021.5-21页_2mb

HULI HIGH-VOLTAGE DIGITAL SALES Summary

Core Content

The document outlines the importance of digital sales transformation for industrial companies, emphasizing the need to meet rising customer expectations for an Amazon-like digital purchasing experience. It highlights the current state of digital sales in B2B contexts and provides actionable insights based on a survey of 500 global industrial sales and marketing executives.

Key Findings

• Digital Sales Growth: Online sales currently account for 21% of B2B sales and are expected to reach 29% by 2025.
• Customer Demand: 90% of respondents’ customers see clear benefits in digitizing B2B sales processes and are willing to use new digital tools.
• Maturity Levels: Companies are categorized into three clusters based on their digital sales maturity: Leaders, Strivers, and Laggards.

Main Viewpoints

• Leaders:

  • Have progressed significantly in developing the five digital capabilities.
  • Achieve a 3.4 percentage point improvement in EBIT margins.
  • Use advanced tools like recommendation engines, big data analytics, and automation.
  • Invest heavily in automation and data-driven insights.
  • Foster strong collaboration across marketing, sales, and aftersales.

• Strivers:

  • Aim to follow the Leaders' path but face challenges in transforming sales quickly.
  • Lack collaboration between departments and fail to prioritize the right KPIs.
  • Have lower investment in automation and analytics compared to Leaders.

• Laggards:

  • Are stuck in traditional, manual sales processes.
  • Face significant employee resistance to digitization (42%).
  • Risk being undercut by distributors and third-party platforms.
  • Have limited investment in digital tools and analytics.

Critical Capabilities for Digital Sales Transformation

1. Digital End-to-End Customer Engagement

   • Develop interconnected digital tools and channels for the entire sales process.
   • Leaders use customer-centric tools like satisfaction tracking, EDI interfaces, and personalized content.

2. Proactive, Customized Recommendations

   • Leaders use recommendation engines for cross- and upselling (8.5% of sales).
   • Only 6.6% of all respondents use analytics for automated cross- and upselling.

3. Predictive, Data-Driven Customer Insights

   • Leaders use big data analytics for customer feedback and transactional data.
   • 70% of Leaders rank big data analytics as their most-used tool for customer insights.

4. Automated, Standardized Sales Processes

   • Leaders use automation tools like RPA and chatbots more extensively.
   • They plan to invest an average of $13.4 million annually in automation tools over the next 3-5 years.

5. Collaborative Front-Office Operations

   • Leaders foster collaboration across sales, marketing, and aftersales.
   • 54% of Leaders engage in advanced marketing practices like competitive intelligence and pricing optimization.

Recommendations for Transformation

• Partner with Implementation Resources: Both internal and external capabilities are needed to accelerate transformation.
• Develop a Compelling Business Case: Identify and prioritize the right KPIs to measure success.
• Focus on Cross- and Upselling: Use recommendation engines to increase sales of related products and services.
• Enlist Employees as Advocates: Address resistance by demonstrating the value of collaboration and focusing on high-value tasks.

Challenges to Transformation

• Lack of Implementation Capabilities: 78% of respondents report this as the biggest challenge.
• Insufficient Budget: 51% of respondents lack enough budget for digital transformation.
• Lack of Sales/Marketing Collaboration: 50.6% of respondents report this as a challenge.

Call to Action

Industrial companies must act now to avoid falling behind. They should assess their current maturity level, identify gaps, and take immediate steps to build a customer-centric digital sales strategy. The transformation journey is unique to each company, but the key is to start now and move quickly.

About the Research

• Conducted by Accenture between October and November 2020.
• Surveyed 500 executives across 12 countries in four industry segments: industrial and electrical equipment, heavy equipment, automotive suppliers, and consumer durables.
• The research provides insights into the current state of digital sales and the path forward for industrial companies.

Contact Information

• Thomas Rinn – Managing Director, Global Industrial Lead
  thomas.rinn@accenture.com
• Joe McGee – Principal Director, Customer Sales & Service Strategy
  joseph.d.mcgee@accenture.com
• Thomas Wrana – Senior Manager, Industrial
  thomas.wrana@accenture.com
• Research Team:
  • Matthias Wahrendorff – Senior Thought Leadership Principal, Global Industrial Research Lead
  • Andreas Egetenmeyer – Research Associate Manager, Industrial Research

About Accenture

Accenture is a global professional services company with expertise in digital, cloud, and security. It offers services across Strategy and Consulting, Interactive, Technology, and Operations, supported by a global network of Advanced Technology and Intelligent Operations centers. With 537,000 employees in over 120 countries, Accenture helps clients achieve shared success through technology and human ingenuity.