• DE
  • EN
RALF H. KOMOR
  • HOME
  • BLOG: ARTICLES, INTERVIEWS, VIDEOS AND EVENTS
  • ABOUT ME
  • VIDEO: WHAT EXACTLY DO I DO?
  • YOUR SUCCESS | MY TRACK RECORD
  • MOVE
  • CHANGE
  • CONNECT
  • 10 THESES ON THE CHALLENGES TO SALES
  • AGILE B2B SALES IN THE AGE OF DIGITALIZATION
  • CONTACT
  • IMPRINT
  • PRIVACY POLICY
  • Menu Menu

CHALLENGES AND TOP PRIORITIES IN SALES 2023


A recent study reveals the biggest challenges and priorities in sales in 2023

Interim. Sales. Komor. Top Priorities in Sales.

Challenges and Top Priorities in Sales 2023

Led by the RAIN Group Centre for Sales Research, a group of analysts examined the responses of 423 sales managers, CSOs and general managers to better understand the main challenges and their top priorities in sales for the next 12 months.

Here are some of the results from the study:

Top 3 Challenges in Sales

  • Recruiting and hiring of sales reps
  • Improvement of quality and quantity of sales opportunities
  • Sales training for sales staff

Top 3 Sales Priorities

  • Establish value selling: adding value instead of selling products
  • Improve the productivity of salespeople and sales teams
  • Increase business with existing accounts

“This study was particularly fascinating because it not only revealed the current trends in sales today but also the needs that will have to be addressed in the future. Nearly all of these challenges can be met, and all of these priorities can be achieved by focusing on three sales promotion strategies If sales managers are able to improve sales productivity, develop multi-skilled salespeople and support sales managers, they are in an excellent position to drive success,” said Mike Schultz, co-president of the RAIN Group and director of research.


Top 3 Sales Strategies for 2023

  • Productivity – Improve sales productivity
  • Diversity – Develop multi-skilled sellers
  • Enablement – Leverage sales managers

Even if many people will still be sitting in their home office, the expensive resource of sales will remain clearly and strictly controlled in the future. As an entrepreneur you should not underestimate the effort for the onboarding process:


“It takes an average of three months for a new seller to be ready to interact with buyers, nine months for a new seller to be ready to perform, and 15 months for a new seller to become a top performer.”


“This is a huge investment of time and resources to keep the sales force up to date and working at a high level. We know that hiring and recruiting is a major challenge for sales managers. But it can also be less critical. We conducted a ground-breaking productivity study and found that 47 percent of employees waste a lot of time during a working day; that’s almost half of a sales team. If you increased their productivity, you would have the net effect of hiring more salespeople”.

Komor interim pic

I SUPPORT YOU ON THE WAY TO YOUR SUCCESS

I am a strategist, an innovator, an unconventional thinker, a mover and shaker and therefore I do the right things sooner and better.
And with pleasure also for you.
Together we can discover new market opportunities, steer product branding into the right direction, understand your customers better – and stand out from the competition with tailor-made products for your target group. All this leads to more customer satisfaction, greater customer lifetime value and more sales potential.
Can you afford not to go for it? 

Talk with me

Sales Leaders Guide to B2B Sales Growth Infographic
© Rain Group

"Top Sales Leadership Challenges & Priorities"

Here you can get the complete study in original PDF

Search Search

Professional articles, interviews, videos and events

  • Red or Blue Pill in Sales: Courage for Truth or Convenience?April 25, 2026 - 10:20
  • Value Selling: How to Create Added Value in B2B Sales and Build Long-Term Customer RelationshipsFebruary 20, 2026 - 14:22
  • Limbo in Management: How to Overcome Uncertainty and Stagnation in CompaniesDecember 21, 2025 - 11:24
  • Imhotep: The First Interim Manager in History?October 20, 2025 - 11:36
  • THE DILEMMA OF CONTENT PRODUCTION IN B2B COMPANIES. OR IS THERE NONE AT ALL IN THE END?February 2, 2025 - 02:25
  • FIVE THINGS THAT SUCCESSFUL TEAMS DO DIFFERENTLYDecember 12, 2024 - 12:12
  • FOCUSING ON INNOVATION: COMPARING PAUL COOK AND CLAYTON CHRISTENSENSeptember 17, 2024 - 09:17
  • METASALES | SALES IN THE METAVERSEAugust 18, 2024 - 08:18
  • SALES AS A SUCCESS FACTOR: TOP-LINE ORIENTATED RESTRUCTURING FOR A SUSTAINABLE TURNAROUNDJuly 19, 2024 - 07:19
  • ESG AND SUSTAINABLE CORPORATE GOVERNANCEMay 27, 2024 - 23:07
  • HOW B2B SALES LEADERS ARE ADAPTING TO THE NEW GENERATION OF BUYERSDecember 6, 2023 - 12:06
  • interim manager as a brand
    THE INTERIM MANAGER AS A BRANDNovember 11, 2023 - 11:11
  • Discount is a Moroccan city and we always follow QUID PRO QUO. Even small discounts can have a fatal effect on a company's profits. Many sellers are not sufficiently aware of this. As a result, they are often quick to offer discounts during contract negotiations.
    PRICE NEGOTIATION TIPS | HOW TO CONDUCT A PROFESSIONAL PRICE NEGOTIATIONOctober 6, 2023 - 10:10
  • AGILE CUSTOMER CO-CREATION: INNOVATIVE PRODUCT DEVELOPMENT | PROJECT REPORTSeptember 9, 2023 - 09:09
  • Interim management is becoming increasingly popular in Germany, and for good reason: the added value that temporary managers bring is enormous. To help you find the right interim manager for your business challenge, I'd like to highlight 6 common pitfalls in selecting one - and show you how to avoid them.
    6 PITFALLS TO AVOID WHEN CHOOSING AN INTERIM MANAGERJuly 19, 2023 - 19:07
  • THE MOST COMMON MISTAKES MADE BY FOUNDERS IN THE B2B SALES PROCESS
    THE MOST COMMON MISTAKES MADE BY FOUNDERS IN THE B2B SALES PROCESSJune 6, 2023 - 06:06
  • FIVE STEPS TO A STRONG VALUE PROPOSITIONMay 9, 2023 - 09:05
  • Hybrid Working
    HYBRID WORK: Moving towards a two-tiered organisation?April 4, 2023 - 14:04
  • EUREKA: THE IDEAL THREE-TIER PRICING MODEL
    EUREKA: THE IDEAL THREE-TIER PRICING MODELMarch 3, 2023 - 12:00
  • Agile Customer Co-Creation: The customer as innovatorDecember 6, 2022 - 06:12

Topics

ad-interim-Mandate ad-Interim Mandates Augmented Reality Autodesk B2B-Sales BIM Building Information Modeling Business Information Intelligence business model business models change management Chefsache Interim Management Co-Creation Customer Co-Creation customer expectations Customer Experience DDIM DDIM Congress Digital Change Digitaler Wandel digitalisation distribution Expertise experts future Globalisation goals Innovation intellectual capital Interim Management Interim Manager International Leadership Management medium-sized businesses new business models Online Trade Organisation preparation project success Sales sales success tips for Interim Managers Transformation Virtual Reality

RALF H. KOMOR
Jahnstr. 13
D-68526 Ladenburg
+49-173-148-6843

ralf@komor.de
www.komor.de

Member of DDIM – Dachgesellschaft Deutsches Interim Management e. V. (Germany’s leading national platform for professional interim management)

DDIM

Other memberships:

Federal Association of Sales Directors

Federal Association of Sales Directors

Association of German Engineers

Association of German Engineers

Beirat-BW e.V.

Beirat-BW e.V. Logo

Contact me:

xing linkedin Telefon
WhatsApp twitter twitter twitter
© Copyright - RALF H. KOMOR
  • IMPRINT
  • Privacy Policy
Link to: Heureka: The ideal three-tier pricing model Link to: Heureka: The ideal three-tier pricing model Heureka: The ideal three-tier pricing modelRalf Komor Post Professional Article Link to: Agile Customer Co-Creation: The customer as innovator Link to: Agile Customer Co-Creation: The customer as innovator Agile Customer Co-Creation: The customer as innovator
Scroll to top Scroll to top Scroll to top
Manage Cookie Consent
We use cookies to optimize our website and our service.
Functional cookies Always active
The technical storage or access is strictly necessary for the legitimate purpose of enabling the use of a specific service explicitly requested by the subscriber or user, or for the sole purpose of carrying out the transmission of a communication over an electronic communications network.
Preferences
The technical storage or access is necessary for the legitimate purpose of storing preferences that are not requested by the subscriber or user.
Statistics
The technical storage or access that is used exclusively for statistical purposes. The technical storage or access that is used exclusively for anonymous statistical purposes. Without a subpoena, voluntary compliance on the part of your Internet Service Provider, or additional records from a third party, information stored or retrieved for this purpose alone cannot usually be used to identify you.
Marketing
The technical storage or access is required to create user profiles to send advertising, or to track the user on a website or across several websites for similar marketing purposes.
  • Manage options
  • Manage services
  • Manage {vendor_count} vendors
  • Read more about these purposes
View preferences
  • {title}
  • {title}
  • {title}