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Transforming sales organization with digitally enabled support job roles

Many HR leaders are pondering about sales transformation. Several roles in sales are being reimagined with outcome-based sales in mind. One of the key things we learnt is around the support roles in Sales. These roles are even more important in this day and age in addition to the core roles themselves.  We have mapped these support roles here for your understanding. Some of these roles are also part of the digital transformation efforts companies are implementing.

The sales industry is quickly pacing away from its solution-selling and feature-selling models, to the newfound business-impact sales strategy. With that, the baton of decision-making and purchase is now shifted from the workforce and IT managers into the hands of business leaders and CXOs. Thus, sales transformation is no more limited to social selling, digital literacy, data analytics, and visualization but has further evolved to include strategic and consulting skills.

With outcome-based and experience selling requirement of the customers in the backdrop, several sales roles are being reimagined to involve a few additional attributes:

  • Ability to identify and approach the mobilizers and C-suite buyers, in place of representatives
  • Technical mastery to conceptualize the product’s role in the operational excellence of the client firm
  • Tailoring the RFP and advisory to suit the organizational milestones and contribute to the big picture
  • Assuming consulting, advisory, and strategic roles over sales roles. Move from solutions to ideas
  • Ability to establish the product value based on business impact and not the features or price

While major sales corporations are focusing on the transformation occurring on their digital fronts and strategic plains, the real shift is seen in the increased importance of support roles in these organizations. Redefined roles and responsibilities of the core sales executives have skyrocketed the demand for data, feedback and process improvements and facilitation from support roles. Thus, making it undebatable, that sales executives are most efficient only with the right sales support team having their back. This constitutes nearly 50% of the sales team.

Most organizations that recognize the need for a robust sales support workforce even, dithers on onboarding one. This is due to the uncertainty around the digital transformation capabilities of these roles. Draup’s need analysis of client organizations has inspired them to build a comprehensive support system taxonomy for sales and distinguish the roles that are digitally influenced.

Draup’s Digitally Replaceable Quotient is a unique feature that analyses the extent to which each job role is affected by Digital Transformation. It classifies the talents to four different categories, from digital natives to highly automated. Draup’s Talent Intelligence platform assists in acquiring skilled support sales talents, imperative in facilitating the sales executives’ transformation to match outcome-based approaches.