These improved insights allow sales organizations to be more agile in aligning their resources and adapting their operating model. These organizations start with centralizing commercial operations and generating insights from internal and external data sources, including web and email scrapes, information from virtual calls and pitches, and other analyses. They are bringing science to sales and are harnessing data in ways that deliver double-digit gains in return-on-investment (ROI). However, some sales organizations have reduced that guesswork. With more data flowing in from nontraditional sources such as video calls and webinars-few of which are captured by current sales processes-understanding which customers to focus on, what they care about, and how they want to engage can often feel like a guessing game. In many ways, this data revolution in sales matches what happened to marketing departments three to five years ago, when they were forced to reorient their functions to be more analytically driven. The pandemic has amplified these challenges, exposing weaknesses in existing sales models and gaps in digital readiness. But those senses are being flooded as customers shift to digital engagement, leaving sellers with more channels to cover and more interactions to manage. Sales has always been a “sensing” organization, attuned to changes in customer sentiment, shifts in demand, and the requirements of different buying stages.

Domino effect definition