The Revenue Enablement CXO100 Candidate Survey

THE PURPOSE OF THE SURVEY - The goal of this survey is to identify and fete a new generation of growth leaders who will define and lead the 21st Century Commercial model and highlight the management tools, skills, and capabilities they are using to accelerate revenue growth and adapt to changing buyer behavior.
WHO IS PARTICIPATING - C-level growth executives – including CEOs, CMOs, CSOs and “CXOs” that are leading the transformation of sales, marketing, and service in their organizations with titles ranging from CEO to Chief Growth, Marketing, Revenue, Commercial and Customer Officers.

HOW YOU BENEFIT - Nominated participants will be interviewed to have their unique story and accomplishments published in a feature article as well as gaining exclusive access to our research, benchmarks, expert faculty, network of peer growth leaders, and speaking opportunities.

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* 1. GROWTH PRIORITIES: How big a priority is accelerating revenue growth relative to competing cost, operational, product, and risk management priorities at your company? (Rate importance on a scale of 1 to 10)

1 - A low priority

10 - Our number one priority

1 - A low priority

10 - Our number one priority

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* 2. GROWTH AGENDA: What steps are your organization taking to accelerate revenue growth? (Pick all funded initiatives currently under way)

Reorganization to become a faster, flatter and more effective selling team

Improving the productivity and effectiveness of customer facing employees

Increasing customer acquisition by improving conversion rates and marketing effectiveness

Building new digital and direct channels to market

Improving sales forecast visibility, consistency, and predictability

Shrinking the sales cycle

Growing customer lifetime value via team selling, cross sell and customer experience

Investing in technology to improve selling costs, effectiveness and efficiency

Investing in advanced analytics and AI to better allocate, target and prioritize resources

Getting sales, marketing and service to adopt a single “company way of selling”

Other (please specify)

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* 3. GROWTH POTENTIAL: How much more revenue do you think you can generate from your existing selling resources – in terms of people, technology, data and marketing investments? (Pick one)

0% - we are fully leveraging our growth assets

10% more

25% more

50% more

75% more

100% more

200% more

Greater than 200% more revenues from existing assets

0% - we are fully leveraging our growth assets

10% more

25% more

50% more

75% more

100% more

200% more

Greater than 200% more revenues from existing assets

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* 4. GROWTH DRIVERS: What will it take to unlock that growth potential in your company? (Select one for each row)

	No	Yes, this will help	Yes, this is critical	I don't know
Better incentives to get selling teams working together to grow revenue and lifetime value	Better incentives to get selling teams working together to grow revenue and lifetime value No	Better incentives to get selling teams working together to grow revenue and lifetime value Yes, this will help	Better incentives to get selling teams working together to grow revenue and lifetime value Yes, this is critical	Better incentives to get selling teams working together to grow revenue and lifetime value I don't know
New managerial approaches to break down silos and foster teamwork across sales, marketing, and service	New managerial approaches to break down silos and foster teamwork across sales, marketing, and service No	New managerial approaches to break down silos and foster teamwork across sales, marketing, and service Yes, this will help	New managerial approaches to break down silos and foster teamwork across sales, marketing, and service Yes, this is critical	New managerial approaches to break down silos and foster teamwork across sales, marketing, and service I don't know
Better leadership to change the culture in ways that get the most growth from revenue teams	Better leadership to change the culture in ways that get the most growth from revenue teams No	Better leadership to change the culture in ways that get the most growth from revenue teams Yes, this will help	Better leadership to change the culture in ways that get the most growth from revenue teams Yes, this is critical	Better leadership to change the culture in ways that get the most growth from revenue teams I don't know
Data insights to provide greater visibility into activity, performance, and customer engagement	Data insights to provide greater visibility into activity, performance, and customer engagement No	Data insights to provide greater visibility into activity, performance, and customer engagement Yes, this will help	Data insights to provide greater visibility into activity, performance, and customer engagement Yes, this is critical	Data insights to provide greater visibility into activity, performance, and customer engagement I don't know
Using advanced analytics and AI to help salespeople become faster, more consistent, accountable and effective	Using advanced analytics and AI to help salespeople become faster, more consistent, accountable and effective No	Using advanced analytics and AI to help salespeople become faster, more consistent, accountable and effective Yes, this will help	Using advanced analytics and AI to help salespeople become faster, more consistent, accountable and effective Yes, this is critical	Using advanced analytics and AI to help salespeople become faster, more consistent, accountable and effective I don't know
Reconfiguring the sales and marketing technology portfolio to generate greater return on growth investments	Reconfiguring the sales and marketing technology portfolio to generate greater return on growth investments No	Reconfiguring the sales and marketing technology portfolio to generate greater return on growth investments Yes, this will help	Reconfiguring the sales and marketing technology portfolio to generate greater return on growth investments Yes, this is critical	Reconfiguring the sales and marketing technology portfolio to generate greater return on growth investments I don't know
Reengineer sales processes controls to speed client response, improve decision-marking and eliminate friction	Reengineer sales processes controls to speed client response, improve decision-marking and eliminate friction No	Reengineer sales processes controls to speed client response, improve decision-marking and eliminate friction Yes, this will help	Reengineer sales processes controls to speed client response, improve decision-marking and eliminate friction Yes, this is critical	Reengineer sales processes controls to speed client response, improve decision-marking and eliminate friction I don't know

Other

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* 5. INCENTIVES: Thinking about the best way to measure and compensate sales, marketing and service team members - please rank these statements based on how much you agree with them (first = agree the most; last = agree the least)

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* 6. INCENTIVES BEST PRACTICES: If this is an areas of achievement and success, can you elaborate on an accomplishment in any of these areas you want to discuss in more depth in our interview and the feature article we will write as an outcome of that interview?

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* 7. INSIGHTS: How would you characterize the degree to which your organization using analytics to size, manage, allocate and optimize your growth resources? (Pick the most appropriate choice per row)

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* 8. INSIGHTS BEST PRACTICES: If this is an areas of achievement and success, can you elaborate on an accomplishment in any of these areas you want to discuss in more depth in our interview and the feature article we will write as an outcome of that interview?

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* 9. TEAMWORK: Are you taking any of these steps to get your sales, marketing, and service teams to sell as one team? (Pick all that apply)

Moving all these functions under one leader (e.g. a Chief Revenue Officer)

Shared performance metrics (e.g. Customer Lifetime Value, Success, Engagement)

Shared incentives and compensation based on common growth goals

Team building to foster collaboration and interdisciplinary team selling

Redesigning our go-to-market process

Introducing new sales technologies that drive greater visibility and actions across all revenue teams

Adopting a new way of selling (e.g. Team selling or Account Based Marketing approaches)

Other (please specify)

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* 10. TEAMWORK BEST PRACTICES: If this is an areas of achievement and success, can you elaborate on an accomplishment in any of these areas you want to discuss in more depth in our interview and the feature article we will write as an outcome of that interview?

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* 11. RETURN ON GROWTH ASSETS - What level of return do you currently get on these growth assets in terms of their ability to measurably grow sales, profits and firm value?

	0 – No return at all	1 - Little returns	2 - Marginal returns	3 - Average returns	4 - Good returns	5 - Superior returns
Content (e.g. videos, papers, sales plays)	Content (e.g. videos, papers, sales plays) 0 – No return at all	Content (e.g. videos, papers, sales plays) 1 - Little returns	Content (e.g. videos, papers, sales plays) 2 - Marginal returns	Content (e.g. videos, papers, sales plays) 3 - Average returns	Content (e.g. videos, papers, sales plays) 4 - Good returns	Content (e.g. videos, papers, sales plays) 5 - Superior returns
Data (e.g. Customer engagement data)	Data (e.g. Customer engagement data) 0 – No return at all	Data (e.g. Customer engagement data) 1 - Little returns	Data (e.g. Customer engagement data) 2 - Marginal returns	Data (e.g. Customer engagement data) 3 - Average returns	Data (e.g. Customer engagement data) 4 - Good returns	Data (e.g. Customer engagement data) 5 - Superior returns
Selling technology (e.g. CRM, Digital Asset Mgt, Learning Mgt Systems)	Selling technology (e.g. CRM, Digital Asset Mgt, Learning Mgt Systems) 0 – No return at all	Selling technology (e.g. CRM, Digital Asset Mgt, Learning Mgt Systems) 1 - Little returns	Selling technology (e.g. CRM, Digital Asset Mgt, Learning Mgt Systems) 2 - Marginal returns	Selling technology (e.g. CRM, Digital Asset Mgt, Learning Mgt Systems) 3 - Average returns	Selling technology (e.g. CRM, Digital Asset Mgt, Learning Mgt Systems) 4 - Good returns	Selling technology (e.g. CRM, Digital Asset Mgt, Learning Mgt Systems) 5 - Superior returns
Marketing technology (e.g. Marketing automation)	Marketing technology (e.g. Marketing automation) 0 – No return at all	Marketing technology (e.g. Marketing automation) 1 - Little returns	Marketing technology (e.g. Marketing automation) 2 - Marginal returns	Marketing technology (e.g. Marketing automation) 3 - Average returns	Marketing technology (e.g. Marketing automation) 4 - Good returns	Marketing technology (e.g. Marketing automation) 5 - Superior returns
People (sales and customer facing employees)	People (sales and customer facing employees) 0 – No return at all	People (sales and customer facing employees) 1 - Little returns	People (sales and customer facing employees) 2 - Marginal returns	People (sales and customer facing employees) 3 - Average returns	People (sales and customer facing employees) 4 - Good returns	People (sales and customer facing employees) 5 - Superior returns
Digital channel infrastructure (e.g. web sites, ecommerce, mobile apps)	Digital channel infrastructure (e.g. web sites, ecommerce, mobile apps) 0 – No return at all	Digital channel infrastructure (e.g. web sites, ecommerce, mobile apps) 1 - Little returns	Digital channel infrastructure (e.g. web sites, ecommerce, mobile apps) 2 - Marginal returns	Digital channel infrastructure (e.g. web sites, ecommerce, mobile apps) 3 - Average returns	Digital channel infrastructure (e.g. web sites, ecommerce, mobile apps) 4 - Good returns	Digital channel infrastructure (e.g. web sites, ecommerce, mobile apps) 5 - Superior returns

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* 12. RETURN ON GROWTH ASSETS BEST PRACTICES: If this is an areas of achievement and success, can you elaborate on an accomplishment in any of these areas you want to discuss in more depth in our interview and the feature article we will write as an outcome of that interview?

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* 13. LEADERSHIP: What are your primary functional responsibilities as an executive leader? (Pick the most appropriate answer for each line)

	I manage this organization	I partner with this organization	I influence these resources	I have no involvement
Sales	Sales I manage this organization	Sales I partner with this organization	Sales I influence these resources	Sales I have no involvement
Customer service and experience	Customer service and experience I manage this organization	Customer service and experience I partner with this organization	Customer service and experience I influence these resources	Customer service and experience I have no involvement
Marketing	Marketing I manage this organization	Marketing I partner with this organization	Marketing I influence these resources	Marketing I have no involvement
Profit and Loss (I own the P&L for my Business Unit)	Profit and Loss (I own the P&L for my Business Unit) I manage this organization	Profit and Loss (I own the P&L for my Business Unit) I partner with this organization	Profit and Loss (I own the P&L for my Business Unit) I influence these resources	Profit and Loss (I own the P&L for my Business Unit) I have no involvement
Product (including Pricing, Innovation)	Product (including Pricing, Innovation) I manage this organization	Product (including Pricing, Innovation) I partner with this organization	Product (including Pricing, Innovation) I influence these resources	Product (including Pricing, Innovation) I have no involvement
Data (including advanced analytics, customer data assets)	Data (including advanced analytics, customer data assets) I manage this organization	Data (including advanced analytics, customer data assets) I partner with this organization	Data (including advanced analytics, customer data assets) I influence these resources	Data (including advanced analytics, customer data assets) I have no involvement

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* 14. LEADERSHIP BEST PRACTICES: If this is an areas of achievement and success, can you elaborate on an accomplishment in any of these areas you want to discuss in more depth in our interview and the feature article we will write as an outcome of that interview?

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* 15. TITLE: Please describe your current job responsibilities (Select one)

 CEO – the president or leader of the company

 CMO – the leader of the marketing organization at your company

 CSO – the leader of the sales organization at your company

 The leader with responsibility for post sales service, support or customer success

 CXO – a leader with responsibility for some or all sales, marketing, and service (e.g. CCO, CGO, CRO)

 Board of director – an investor or owner of your business

None of the above (other)

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* 16. LEADERSHIP SPAN OF CONTROL: Can you tell us more about your span of control and the sales, marketing and services resources and teams you manage directly and indirectly as a growth leader?

Yes I can provide more detail

No not at this time

	Not much: we make these decisions based on guesswork and gut feel	Somewhat: we support management judgement with facts	Data-driven: Our decisions and allocations are largely data-driven or algorithmic
Allocating sales resources optimally across geographies, customers and products	Allocating sales resources optimally across geographies, customers and products Not much: we make these decisions based on guesswork and gut feel	Allocating sales resources optimally across geographies, customers and products Somewhat: we support management judgement with facts	Allocating sales resources optimally across geographies, customers and products Data-driven: Our decisions and allocations are largely data-driven or algorithmic
Optimizing market coverage, targeting and segmentation	Optimizing market coverage, targeting and segmentation Not much: we make these decisions based on guesswork and gut feel	Optimizing market coverage, targeting and segmentation Somewhat: we support management judgement with facts	Optimizing market coverage, targeting and segmentation Data-driven: Our decisions and allocations are largely data-driven or algorithmic
Prioritizing the best customer opportunities and leads	Prioritizing the best customer opportunities and leads Not much: we make these decisions based on guesswork and gut feel	Prioritizing the best customer opportunities and leads Somewhat: we support management judgement with facts	Prioritizing the best customer opportunities and leads Data-driven: Our decisions and allocations are largely data-driven or algorithmic
Recommending the next Best Sales Action (e.g. sales play, content)	Recommending the next Best Sales Action (e.g. sales play, content) Not much: we make these decisions based on guesswork and gut feel	Recommending the next Best Sales Action (e.g. sales play, content) Somewhat: we support management judgement with facts	Recommending the next Best Sales Action (e.g. sales play, content) Data-driven: Our decisions and allocations are largely data-driven or algorithmic
Assessing, developing and deploying talent	Assessing, developing and deploying talent Not much: we make these decisions based on guesswork and gut feel	Assessing, developing and deploying talent Somewhat: we support management judgement with facts	Assessing, developing and deploying talent Data-driven: Our decisions and allocations are largely data-driven or algorithmic
Maximize Customer Lifetime Value	Maximize Customer Lifetime Value Not much: we make these decisions based on guesswork and gut feel	Maximize Customer Lifetime Value Somewhat: we support management judgement with facts	Maximize Customer Lifetime Value Data-driven: Our decisions and allocations are largely data-driven or algorithmic
Optimize Cost to Sell	Optimize Cost to Sell Not much: we make these decisions based on guesswork and gut feel	Optimize Cost to Sell Somewhat: we support management judgement with facts	Optimize Cost to Sell Data-driven: Our decisions and allocations are largely data-driven or algorithmic
Freeing up and optimizing sales face time	Freeing up and optimizing sales face time Not much: we make these decisions based on guesswork and gut feel	Freeing up and optimizing sales face time Somewhat: we support management judgement with facts	Freeing up and optimizing sales face time Data-driven: Our decisions and allocations are largely data-driven or algorithmic
Creating customized incentives and commissions based on value creation	Creating customized incentives and commissions based on value creation Not much: we make these decisions based on guesswork and gut feel	Creating customized incentives and commissions based on value creation Somewhat: we support management judgement with facts	Creating customized incentives and commissions based on value creation Data-driven: Our decisions and allocations are largely data-driven or algorithmic
Directing key account teams to drive cross sell and penetration	Directing key account teams to drive cross sell and penetration Not much: we make these decisions based on guesswork and gut feel	Directing key account teams to drive cross sell and penetration Somewhat: we support management judgement with facts	Directing key account teams to drive cross sell and penetration Data-driven: Our decisions and allocations are largely data-driven or algorithmic
Improving confidence and accuracy of sales pipeline forecasts	Improving confidence and accuracy of sales pipeline forecasts Not much: we make these decisions based on guesswork and gut feel	Improving confidence and accuracy of sales pipeline forecasts Somewhat: we support management judgement with facts	Improving confidence and accuracy of sales pipeline forecasts Data-driven: Our decisions and allocations are largely data-driven or algorithmic
Creating better measures of account health and lifetime value	Creating better measures of account health and lifetime value Not much: we make these decisions based on guesswork and gut feel	Creating better measures of account health and lifetime value Somewhat: we support management judgement with facts	Creating better measures of account health and lifetime value Data-driven: Our decisions and allocations are largely data-driven or algorithmic
Optimizing and enforcing pricing	Optimizing and enforcing pricing Not much: we make these decisions based on guesswork and gut feel	Optimizing and enforcing pricing Somewhat: we support management judgement with facts	Optimizing and enforcing pricing Data-driven: Our decisions and allocations are largely data-driven or algorithmic
Personalizing presentations, content and proposals	Personalizing presentations, content and proposals Not much: we make these decisions based on guesswork and gut feel	Personalizing presentations, content and proposals Somewhat: we support management judgement with facts	Personalizing presentations, content and proposals Data-driven: Our decisions and allocations are largely data-driven or algorithmic