Latest / GANZ. EINFACH. VERTRIEB. / Panel Discussion „Sailing into 2026 – The Year of Impact”

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Panel Discussion „Sailing into 2026 – The Year of Impact” · GANZ. EINFACH. VERTRIEB.

• 0:02
  Speaker 2: Free audio post-production
• 0:04
  Speaker 1: by alphonic.com.
• 0:06
  Speaker 1: Hello and a very warm welcome from my side to our Mercurie International Podcast, ganz einfach Vertriebe!
• 0:13
  Speaker 1: This time it's in English.
• 0:14
  Speaker 1: My name is Alex And I'm partner with Mercuri here in Germany.
• 0:19
  Speaker 1: Today we're talking about one thing every European sales leader feels right now Twenty twenty six is going be unpredictable.
• 0:29
  Speaker 1: It's not going to be calm, but it can be navigated.
• 0:33
  Speaker 1: And we're talking about a survey that we did asking around three hundred sales leaders across Europe... ...about their sentiments going into twenty-twenty six and two things stand out uncertainty is the norm.. ..and will talk alot about new normal Success is not going to be about optimism, but success will be about execution.
• 0:56
  Speaker 1: And that's exactly what the survey is all about!
• 0:59
  Speaker 1: We're calling it sailing into twenty-twenty six navigating uncertainty.
• 1:04
  Speaker 1: and the year we are calling it what it is... Twenty-twty six is going to become the Year of Impact Not The Year Of Perfect Forecast Not the year of big strategy theaters, but the year where decisions actually show up in pipelines and wind rates.
• 1:23
  Speaker 1: To do that, I'm joined by my three wonderful friends and colleagues who bring a market lens to what the data is really telling us.
• 1:32
  Speaker 1: So there's Paul our Managing Director for Mercurie in the UK, Charles our Managing Director of Mercuri in France... ...and Nick our MD from Mercurrie in Benelux!
• 1:44
  Speaker 1: And i'll try to bring him the German-Austrian Swiss perspective.
• 1:50
  Speaker 1: so What's The Plan For Today?
• 1:52
  Speaker 1: We'll follow the story of The Report from mood to targets, to external pressure.
• 1:57
  Speaker 1: To strategic activities and finally we will discuss what sales leaders need do turn their intentions into actual impact.
• 2:07
  Speaker 1: so let's do this.
• 2:09
  Speaker 1: Paul one sentence form your side.
• 2:12
  Speaker 1: What is the headline for your market right now in the UK?
• 2:17
  Speaker 3: The headline through the UK still very optimistic On the basis though, that last year wasn't as bad as predicted.
• 2:27
  Speaker 1: Not as Bad As Predicted?
• 2:30
  Speaker 1: Sometimes is good!
• 2:32
  Speaker 1: I'm also joined by our colleague Charles from France.
• 2:36
  Speaker 1: We were just saying it seems there's a disconnect for sentiment and outlook And actual performance in twenty-twenty five.
• 2:47
  Speaker 1: How do you see this right now?
• 2:48
  Speaker 1: on france What's the headline, if you will for... ...for the French market going into
• 2:56
  Speaker 2: twenty-twenty six?
• 2:57
  Speaker 2: Two points are in a very regular basis discussed.
• 3:03
  Speaker 2: The first is the uncertain feeling regarding the economical trend.
• 3:11
  Speaker 1: Yeah nobody knows where it's going.
• 3:13
  Speaker 2: In France there is a very local reason which has got at government level or Eighteen months, we have no official budget.
• 3:24
  Speaker 2: The budget for the government and in that budget there is all of the rules regulation and finance especially to support the big companies.
• 3:34
  Speaker 2: Okay it has an impact.
• 3:36
  Speaker 2: I Have a example with you know these bit firms.
• 3:39
  Speaker 3: Yeah
• 3:40
  Speaker 2: They are waiting for some governmental finance or funds To push some initiative.
• 3:49
  Speaker 3: Yeah,
• 3:50
  Speaker 2: but nothing happened because this is frozen at the government level.
• 3:54
  Speaker 2: This is a first point.
• 3:56
  Speaker 2: The second is especially for safe people the velocity in decision-making process Especially in B to be.
• 4:05
  Speaker 2: we have observed that for client average midsize company and more the number of People involved in the decision making process is increasing.
• 4:16
  Speaker 2: Yes who reached the same level of revenue.
• 4:19
  Speaker 2: when you have to sell the value instead of supporting a client while buying your product, they need more time.
• 4:26
  Speaker 2: What we measure today is two point three times that I'm unique before to sell this level of revenue.
• 4:33
  Speaker 2: This is not my measurement and it's an average thanks for a couple discussions with clients.
• 4:38
  Speaker 2: then here are the main reasons.
• 4:41
  Speaker 2: there was one function which has much under pressure compared in every company.
• 4:49
  Speaker 2: You know that in twenty-twenty five there is a, it was not the times but another paper which have run a survey about burnout in companies.
• 5:00
  Speaker 2: And
• 5:02
  Speaker 1: its procurement?
• 5:03
  Speaker 2: The procurement function are first functions of any company touched by burn out and the ratio increasing much more.
• 5:11
  Speaker 1: I think we can talk later when talking about external factors for our sales people.
• 5:17
  Speaker 1: Yeah.
• 5:17
  Speaker 1: It's procurement you look to when it is about savings and, you know... Savings are a thing!
• 5:25
  Speaker 1: And then if we have to deal with these people they're always understaffed They don't have the time.
• 5:32
  Speaker 1: Yes
• 5:33
  Speaker 2: The point is that Alex In fact saving To be honest Is not new for procurement people.
• 5:39
  Speaker 1: No I know.
• 5:40
  Speaker 1: But the
• 5:41
  Speaker 2: number of tasks If only twenty four hours per day For instance, when by the past we have some clients with who we signed a contract for on two-year basis and now the procurement department is obliged to cut it into several months
• 5:58
  Speaker 1: of twenty
• 5:59
  Speaker 2: or twenty five kilos you multiply by two three four.
• 6:04
  Speaker 2: The time requested to drive that task in big companies.
• 6:11
  Speaker 2: this is awesome.
• 6:13
  Speaker 1: yeah absolutely Charles, you talked about having no government or no government budget.
• 6:20
  Speaker 1: That kind of is a good segue to Nick.
• 6:23
  Speaker 1: I think in Belgium we know how to work without a government but it's not like that anymore!
• 6:29
  Speaker 1: We
• 6:30
  Speaker 0: have the government now and also in The Netherlands they're gonna have governments real soon.
• 6:36
  Speaker 0: Well what is interesting Is that the Benelux sales leaders are most optimistic ones.
• 6:42
  Speaker 0: Yeah Although they also, let's say didn't hit their targets in twenty-five although I must say the vast majority is above eighty percent or even close to ninety percent of the budget.
• 6:54
  Speaker 0: So that certainly not dramatic.
• 6:57
  Speaker 0: yet why it's there reason for them?
• 6:58
  Speaker 0: Well um i think It's a pretty stable mark.
• 7:01
  Speaker 0: for the moment due to the political issues.
• 7:03
  Speaker 0: We don't have that heavy industry as you have a lot in Germany like like motorists quite resilient market expert driven.
• 7:15
  Speaker 0: We have large logistic hubs like the port in Rotterdam and also let's say from a financial point of view, The market is pretty stable.
• 7:27
  Speaker 1: so
• 7:27
  Speaker 0: you could say that it's pretty stable.
• 7:29
  Speaker 0: And yeah people are rather optimistic I would not say very optimistic although we had a lot worries Of course everybody with what was going on Here.
• 7:40
  Speaker 0: it's a lot of stable, I would say.
• 7:43
  Speaker 1: But but a lot your kind of big companies rely on world markets don't they?
• 7:49
  Speaker 1: Yeah
• 7:49
  Speaker 0: It is very export.
• 7:51
  Speaker 0: the big companies are well not only to be companies that its a very exporter driven market.
• 7:58
  Speaker 0: yes Yes.
• 7:59
  Speaker 1: and so with all the political turbulences in The World With All Kind Of The External Factors Going On In The World It's always good when people are optimistic, the question is these false hopes?
• 8:16
  Speaker 1: and I think that what we're going to try answer.
• 8:19
  Speaker 1: We've touched upon a lot of topics already trying structure it a little.
• 8:26
  Speaker 1: so what we do will follow the structure of all the survey going from the mood in the market to pressures external factors that are being felt by our clients basically.
• 8:42
  Speaker 1: What does this mean for strategic initiatives?
• 8:48
  Speaker 1: Which direction is our customers or companies going.
• 8:57
  Speaker 1: What does that mean for leadership?
• 9:00
  Speaker 1: All the time, what we're trying to do obviously is avoid generic takes.
• 9:06
  Speaker 1: We all encourage you get your copy of this survey and read through it but having these experts on I'd like to stick to what we're seeing with our clients, without prospects in the actual markets.
• 9:30
  Speaker 1: Charles you wanted to raise a point?
• 9:33
  Speaker 2: Yeah thank you Alexander!
• 9:36
  Speaker 2: Just want to react under leadership.
• 9:38
  Speaker 2: What we observe also is The lack of self-confidence Of people.
• 9:45
  Speaker 2: For instance In France You know that When things are going wrong The majority of people point out internal factor or external factors.
• 9:59
  Speaker 2: This is human, I understand that in France perhaps the level is much higher compared to the other.
• 10:05
  Speaker 2: The question is who's on a daily basis?
• 10:09
  Speaker 2: In any company... ...the leader to drive and challenge people about their own self-confidence.
• 10:18
  Speaker 2: this is first line manager.
• 10:20
  Speaker 2: But when you hear the first-line manager, who are very short term monitored and managed by the top management.
• 10:28
  Speaker 2: They have not the posture to maintain or develop their self confidence of other people
• 10:35
  Speaker 1: And I think that's a very interesting point.
• 10:37
  Speaker 1: You bring up maybe one thing The people we've asked thanks everyone whose answered our survey very much senior leadership people.
• 10:50
  Speaker 1: But I think, Charles you're raising an excellent point and i've just had this discussion yesterday about how optimism...how strategy..and how strategic initiatives actually cascade down to the people who have to do their work?
• 11:09
  Speaker 1: You know your first line managers Your actual sales people in the market your account managers, you're your field sales reps and I think that's gonna be a very interesting point to see.
• 11:26
  Speaker 1: It is okay to be optimistic on a kind of senior leadership level but how do you enable?
• 11:33
  Speaker 1: How do you empower these?
• 11:34
  Speaker 1: as you said Charles did first line manager actually transfer that optimism, these ideas down to the people who have to execute.
• 11:48
  Speaker 2: Good example is the sales manager.
• 11:50
  Speaker 2: if we put a focus on the population with support more than others on daily basis by the past We had you know some sales managers saying ah You know I do not know If i will be there in couple of months but today this proportion Of People Is Increasing.
• 12:08
  Speaker 2: I do not say this is ninety percent of people, but when they hear some customer voices or Some friends.
• 12:15
  Speaker 2: Not only thanks to my professional environment But also in my private one You you meet some people and the sale yes?
• 12:22
  Speaker 2: I'm working in that company.
• 12:24
  Speaker 2: It was great blah blah blah.
• 12:26
  Speaker 2: They talk about their passion The way they pronounce Their words.
• 12:30
  Speaker 2: it's very important To feel the spirit And then Very often we here Perhaps will be not here In a couple of months or next year, I do not know.
• 12:40
  Speaker 2: Because you know today this is difficult
• 12:43
  Speaker 1: And it's the thing that Nick and Paul also brought up.
• 12:46
  Speaker 1: It's that unpredictability.
• 12:48
  Speaker 1: Nobody knows what will happen.
• 12:51
  Speaker 0: But i also believe Alex people got used to it.
• 12:55
  Speaker 2: Yes True
• 12:56
  Speaker 0: They get use to it.
• 12:58
  Speaker 0: Unstability may be new stability.
• 13:07
  Speaker 0: That's at least what I send.
• 13:09
  Speaker 0: in.
• 13:09
  Speaker 0: the market is there are a lot of resilience.
• 13:12
  Speaker 0: People got used to it, they've gotten more agile and sharper... And indeed much more agile than before.
• 13:22
  Speaker 0: Agility became an important capability.
• 13:28
  Speaker 0: It's also a focus that I see with our customers Proactive approach of the market and segmentation that even before.
• 13:38
  Speaker 1: yeah, this
• 13:39
  Speaker 0: we talk with customers.
• 13:40
  Speaker 0: We talked to people on sea level in sales.
• 13:43
  Speaker 0: they say well there is really a need to enhance.
• 13:46
  Speaker 0: i'm not saying you're doing it but even two enhanced the proactivity level of our sales efforts.
• 13:52
  Speaker 0: And much more focused, those are two topics I see in our market.
• 13:57
  Speaker 0: Proactively and more segmentation not going for anything making the right let's say strategic decisions.
• 14:04
  Speaker 1: yeah absolutely Paul I don't know.
• 14:08
  Speaker 2: sorry Alexander and sorry Paul but resilience is where the nick.
• 14:12
  Speaker 2: every year you have one meeting with the president of The Resilience Institute.
• 14:19
  Speaker 2: Okay, and this is on the paper.
• 14:21
  Speaker 2: This is a worldwide company but in reality like us they are European Company And he shared with me you know The highlights behind people who were resilient or not.
• 14:33
  Speaker 2: then if it's interesting to I will just put the five key points As an outcome of the twenty-twenty five survey.
• 14:42
  Speaker 2: Yeah, and a link to the survey but the surveys in France story.
• 14:47
  Speaker 2: But I can't push it because it's typically what Nick said about resilience.
• 14:51
  Speaker 1: yeah And i feel this same as well?
• 14:55
  Speaker 1: Let's do that!
• 14:56
  Speaker 1: Maybe we could put them into show notes so people download.
• 15:00
  Speaker 1: on the podcast.
• 15:02
  Speaker 1: I don't know Paul... I opened the results.
• 15:07
  Speaker 1: you know it feels like people are sick and tired of being pessimistic.
• 15:13
  Speaker 3: It's a good point Alex, part is the feeling that senior leadership almost feel obliged to be optimistic because they want to convey their message.
• 15:27
  Speaker 3: but I pick up on.
• 15:29
  Speaker 3: next about agility, disturbance in market.
• 15:37
  Speaker 3: In times like that when things are changing, things are turbulent employees in an organization look up with.
• 15:43
  Speaker 3: they looked to their leaders and say please give us direction.
• 15:46
  Speaker 3: And I agree.
• 15:47
  Speaker 3: That this the agility is essential and companies have become better at it.
• 15:54
  Speaker 3: What then the pessimism element?
• 15:56
  Speaker 3: It's really around the noise that's created particularly in UK from government through the media indecision the fact that political messages are trying to preempt any shock in, in the market.
• 16:13
  Speaker 3: But actually UK business is pretty resilient.
• 16:17
  Speaker 3: but they're resilient because they've seen it all before.
• 16:20
  Speaker 3: you know those of us who have been around for a few years we got through Covid got through
• 16:25
  Speaker 1: financial crisis Brexit in your case
• 16:30
  Speaker 3: Absolutely.
• 16:31
  Speaker 3: I wasn't going to mention Brexit, but as you've done it...
• 16:34
  Speaker 0: Well we're
• 16:35
  Speaker 1: on a European podcast here!
• 16:38
  Speaker 1: You
• 16:38
  Speaker 3: know?
• 16:39
  Speaker 3: We can't hide from the fact that economy is shrunk by around four percent due to Brexit.
• 16:45
  Speaker 3: so what people have tried to do particularly senior leaders who's too create an atmosphere of recognition.
• 16:59
  Speaker 3: It's done though, I think.
• 17:00
  Speaker 3: within a sales organisation is it made even more important that the old Charles alluded to the sales manager.
• 17:08
  Speaker 3: The person with probably the most important role in the sales organisation making sure execution and implementation takes place there's more pressure on them to make more changes more often.
• 17:20
  Speaker 3: And of course salespeople are like humans and humans don't normally like change.
• 17:26
  Speaker 3: And what people want is consistency, so that the frontline sales teams who are in direct contact with customers.
• 17:35
  Speaker 3: They want to have clear direction.
• 17:39
  Speaker 3: they won't have consistent direction.
• 17:42
  Speaker 3: and The problem that we've got he's in the turbulent world there not getting what they need.
• 17:47
  Speaker 3: So the pressure on the sales management group To ensure that the front line teams Are able to adapt maintain their momentum and indeed there are optimism in motivation.
• 18:00
  Speaker 3: And they're never changing, will you?
• 18:02
  Speaker 3: So the leaderships... The sales leadership capabilities.
• 18:06
  Speaker 3: it really needs to be ramped up.
• 18:08
  Speaker 3: I think this is the area where people will succeed or struggle in future if we don't do well.
• 18:15
  Speaker 2: Can agree
• 18:15
  Speaker 0: with Paul that's also what we see on a project which happens when we note at involvement of the sales leaders always has been key success indicator.
• 18:23
  Speaker 0: But we see that the involvement now is even higher.
• 18:26
  Speaker 0: They are willing to participate, yeah?
• 18:28
  Speaker 2: Yes.
• 18:29
  Speaker 0: And on the other hand I would not really dramatize The results of last year.
• 18:33
  Speaker 0: okay in the report around seventy percent It's not hitting the target.
• 18:37
  Speaker 0: but let's not forget That over fifty five percent Is achieving more as ninety percent right
• 18:43
  Speaker 1: and there.
• 18:43
  Speaker 0: so it doesn't mean you're not a profitable organization anymore.
• 18:46
  Speaker 0: Okay You have dropped in turnover, but doesnt' mean that you were not profitable anymore.
• 18:50
  Speaker 0: Yeah So its not all doom and gloom.
• 18:52
  Speaker 0: i will say
• 18:53
  Speaker 1: Absolutely, and that's a very good point because what we've asked is performance versus budget.
• 18:59
  Speaker 1: And we know sometimes budgets are stretched targets due to all the agility of changes but it gets revised so on... Still I mean maybe just putting into perspective for our listeners.
• 19:14
  Speaker 1: What do you see?
• 19:16
  Speaker 1: Like sixty nine percent of respondents fail to make their target fill to make budget.
• 19:21
  Speaker 1: As you said Nick that doesn't mean necessarily, they have to close shop because money is running out.
• 19:27
  Speaker 1: They can still be profitable.
• 19:30
  Speaker 1: nearly a third actually reported coming in below ten percent behind plan but still sentiment very much on the up.
• 19:39
  Speaker 1: so it's nearly six on an on a ten point scale.
• 19:43
  Speaker 1: And Paul, you raised that point about stock markets.
• 19:47
  Speaker 1: I've checked also.
• 19:48
  Speaker 1: the DAX in Germany was twenty two percent up over last year and i think stock market are a good indicator of sentiment and future outlook.
• 19:59
  Speaker 1: so it's not all doom and gloom Nick.
• 20:01
  Speaker 1: as he said an eye would absolutely agree with that.
• 20:06
  Speaker 1: question for me is then we're now end January.
• 20:10
  Speaker 1: So first things in the year have already happened, we've talked about importance of sales leaders and that scenario especially Charles you mentioned.
• 20:20
  Speaker 1: The First Line Managers as a kind of gearbox for strategy translation.
• 20:26
  Speaker 1: is there also danger being optimistic?
• 20:31
  Speaker 1: What's the risk to be so optimistic in your opinion?
• 20:37
  Speaker 1: That's
• 20:37
  Speaker 2: very interesting question Alex!
• 20:39
  Speaker 2: I will answer.
• 20:40
  Speaker 2: thanks to my view, not thanks... Not thanks to figures or survey.
• 20:46
  Speaker 1: No we have the fingers that are in details and people can read it.
• 20:51
  Speaker 2: In life?
• 20:52
  Speaker 2: Not only professional lives but what i observe is that optimistic people are moving when others are waiting for something.
• 21:02
  Speaker 2: In this specific environment today personally I prefer people moving instead of waking, and if they move then the fail.
• 21:15
  Speaker 2: They will re-adjust...they'll change but they move!
• 21:18
  Speaker 2: I think that Nick has summarized what is a new normal?
• 21:22
  Speaker 2: The New Normal is this agility, this permanent movement?
• 21:27
  Speaker 2: This isn't exactly your words, Nick But it's just what you understood.
• 21:31
  Speaker 0: Yes, and I also believe we shouldn't say that everybody is very optimistic.
• 21:35
  Speaker 0: We are much aware there Are a lot of challenges?
• 21:37
  Speaker 0: Of course And but i think That people are aware of the challenge right now that A lot of companies certainly in the sales organizations as i said Much more evolving to that proactive approach that this that Is actually The.
• 21:50
  Speaker 0: the challenge that a Lot of companies or let's say having for the moment is indeed To increase those pro active activities in the market.
• 21:58
  Speaker 0: yeah And that is what sales leaders are focusing on.
• 22:03
  Speaker 0: That's indeed, I believe a very important issue because there is a lot of competition and price pressure
• 22:10
  Speaker 1: overall
• 22:10
  Speaker 0: etc... The market isn't booming but we got used to it!
• 22:17
  Speaker 0: So everybody would rather say people were more realistic.
• 22:25
  Speaker 1: They also see the chances.. You know, with COVID and everything.
• 22:32
  Speaker 1: And the economy not recovering as much as we hope to exchange shocks here or there.
• 22:38
  Speaker 0: We've
• 22:39
  Speaker 1: come from a past where everything seemed to be negative... ...and now it's just let us be realistic.
• 22:46
  Speaker 1: It is not that bad if you think so.
• 22:48
  Speaker 1: There are opportunities, chances for growth.
• 22:52
  Speaker 0: What I also noticed in the market.. ..is that there isn't one trend.
• 22:58
  Speaker 1: Yes, true.
• 22:58
  Speaker 1: There
• 22:58
  Speaker 0: are several trends there our businesses that are doing well?
• 23:02
  Speaker 0: There are other sectors that I'm more suffering etc.
• 23:05
  Speaker 0: So you can't say there is just one trend.
• 23:07
  Speaker 0: there aren many trends.
• 23:10
  Speaker 1: Yeah and even within industries And we'll get to that i think in a bit more detail.
• 23:16
  Speaker 1: but even with in Industries um We can clearly see they got one of our customers.
• 23:22
  Speaker 1: They have just now entered the DAX Kind of pursue a strategy or sustainability machine building for food and beverage.
• 23:32
  Speaker 1: so you can be successful.
• 23:34
  Speaker 1: You can't be very successful.
• 23:36
  Speaker 1: but on the other hand obviously in germany and an obviously us being germans we have the most reserved outlook were never optimistic, you know that struggle of the automotive industry back bone of the german economy.
• 23:50
  Speaker 1: We see all our customers.
• 23:52
  Speaker 1: They have adjusted.
• 23:54
  Speaker 1: so the talks that i have with companies who are kind of suppliers to the automotive industry.
• 24:00
  Speaker 1: They don't lament they readjust day go to other sectors.
• 24:05
  Speaker 1: so paul do you think sales leaders already two take their role?
• 24:11
  Speaker 3: I think it sells leaders how to take a roll whether there really or not and experience.
• 24:18
  Speaker 3: i think short-term experience may help them through, but with guidance, some form of support and leadership from dare I say people who have slightly longer memories are certainly more senior that they will get through it.
• 24:34
  Speaker 3: One other things as I believe Nick made the point about you know new norm having to be agile.
• 24:41
  Speaker 3: one thing is working in an environment of constant disturbance which generates creativity And a number of organizations, even as the president of United States was introducing punitive tariffs at the beginning last year almost immediately.
• 25:01
  Speaker 3: The companies who have been impacted were looking for new ways to market.
• 25:05
  Speaker 3: it's looking to pivot into something different.
• 25:07
  Speaker 3: so its not as though business is sitting still and I think that confidence you've probably seen certainly in UK market.
• 25:16
  Speaker 3: A lot of it came from the fact that people have realised our trade is international, but completely global.
• 25:26
  Speaker 3: Yes we suffered because of Brexit But optimism comes form a realisation That the rest of the world is still open to trade.
• 25:37
  Speaker 3: People got creativity within them Partly through their need.
• 25:45
  Speaker 3: the creativity that's come from entrepreneurship in the first place.
• 25:49
  Speaker 3: Yeah, we were starting businesses.
• 25:51
  Speaker 3: I think people will leave companies and start on their own or they'll form
• 25:57
  Speaker 0: new
• 25:59
  Speaker 3: alliances.
• 26:00
  Speaker 3: it will create new opportunities.
• 26:02
  Speaker 3: so ii think the optimism is not just a feeling.
• 26:07
  Speaker 3: its based what they see in market ,its based what are seeing your organizations And also feel.
• 26:14
  Speaker 3: one of biggest changes in probably many years, people particularly New UK have become less trusting of the tradition.
• 26:25
  Speaker 3: The idea that things will always be the same.
• 26:27
  Speaker 3: but they've realised now actually it can make their own future if you are confident and prepared to do so.
• 26:35
  Speaker 3: businesses will thrive even though doing something very traditional in a very slow-moving environment.
• 26:46
  Speaker 3: They're realizing now that everybody has to change and they'll find the new way of dealing with
• 26:51
  Speaker 1: it.
• 26:51
  Speaker 1: And I think Nick, you said maybe optimism isn't the right word because people are not jubilant and kind of delusional... Maybe confidence is a better word?
• 27:07
  Speaker 0: Well what i sense?
• 27:11
  Speaker 1: Really aware
• 27:12
  Speaker 0: of the fact that you cannot manage external factors like absolutely what is competition doing?
• 27:18
  Speaker 0: What is a market going?
• 27:19
  Speaker 0: and that we see there's much more focus on.
• 27:24
  Speaker 1: Yes, yeah Absolutely.
• 27:25
  Speaker 2: some people they are waiting to see their way in order to move And for some people then move and wait and see.
• 27:33
  Speaker 2: That's
• 27:33
  Speaker 1: why, you know the confidence that comes from being prepared.
• 27:37
  Speaker 1: I mean we have this kind of maritime theme in the study about if you don't know whether all you can do is prepare your ship and i think people feel they've done it.
• 27:48
  Speaker 1: It's unpredictable!
• 27:49
  Speaker 1: You never know what will happen.
• 27:51
  Speaker 1: but Charles as he said... you are in the advantage.
• 27:56
  Speaker 1: You can dictate what's going to happen and as he said before, if it fails you readjust.
• 28:02
  Speaker 2: As Paul said unfortunately we have an authorized move when entrepreneurship is spirited within a company.
• 28:12
  Speaker 2: And unfortunately people who have an individual entrepreneurship spirit but they're not driven like that yeah!
• 28:19
  Speaker 2: We go back into the leadership mode.
• 28:22
  Speaker 2: You know the test and learn, try to move.
• 28:25
  Speaker 2: And we will make a picture statement of work... ...and decide if we go on or change direction.
• 28:31
  Speaker 2: But in so many companies they have had by the past strategy A fixed organization.
• 28:38
  Speaker 2: you must be moving that organization.
• 28:40
  Speaker 2: We know that The model which works in companies is to serve this agility This entrepreneurship.
• 28:46
  Speaker 2: I have a strategy and define several ways To make it happen.
• 28:51
  Speaker 2: As a consequence, we have an Asian organization.
• 28:54
  Speaker 1: And markets are so different?
• 28:56
  Speaker 1: I mean... We've talked about that!
• 28:57
  Speaker 1: We're used to dealing with international organizations and selling in France is different than selling in the UK.
• 29:04
  Speaker 1: And i imagine like you know even selling in The Netherlands it's as different from selling in Belgium.
• 29:13
  Speaker 1: Selling in the North of Germany is different to selling in South Of Germany.
• 29:17
  Speaker 1: And then kind of strategy is nice But it's all about execution and i feel on you know kind of summarizing so far i feel there is a lot coming up for sales leaders.
• 29:29
  Speaker 1: And we've stressed the role of sales leaders at every level of the company becoming even more important.
• 29:38
  Speaker 1: this is not, about reporting this isn't about measuring its about acting its about changing its about taking your crew in making happen.
• 29:51
  Speaker 1: But that's a nice segue into these kind of external pressures.
• 29:56
  Speaker 1: What would you say what in your market or different industries, are the not dominant factors?
• 30:04
  Speaker 1: but is it that you hear most customer conversations?
• 30:09
  Speaker 1: so I'm not interested in the macroeconomic institute of economic statistics.
• 30:18
  Speaker 1: whatever view What is it that people talk about when you talked to them?
• 30:23
  Speaker 1: in terms of external pressures?
• 30:25
  Speaker 3: Well, if I can start... The UK's very clear.
• 30:30
  Speaker 3: External pressure really comes from the international market and again changes are things.
• 30:39
  Speaker 3: events in North America have a massive impact.
• 30:45
  Speaker 3: Change in status shall we say or relationships?
• 30:49
  Speaker 3: Yes, making a difference.
• 30:51
  Speaker 3: So within the UK people are now looking at long-term relationships that they've had with business partners and feeling that They can't rely anymore on what they thought was a long standing business partner.
• 31:08
  Speaker 3: And that thought process starts to find its way into business conversations.
• 31:14
  Speaker 3: But I think what will happen is as people have started to look at risk and Throughout most of twenty-twenty five.
• 31:28
  Speaker 3: I can see a shift the other way.
• 31:29
  Speaker 3: People are talking about maybe taking more risks because there's a realization that The winners of the future we'll need to take more over risk.
• 31:37
  Speaker 3: They don't need you yeah, so to review What they thought was clear steady stable?
• 31:43
  Speaker 3: And now look at actually what happens if those are changed.
• 31:46
  Speaker 3: well Let's let's make them move Before that.
• 31:50
  Speaker 3: changes force upon us and let's make a move so they see our control.
• 31:55
  Speaker 1: And I think yeah, it goes back to what Nick says.
• 32:00
  Speaker 1: you know change is the new normal risk is out there.
• 32:07
  Speaker 1: You can take proactive approach managing risks by being before
• 32:10
  Speaker 2: them.
• 32:11
  Speaker 2: Going back to the fundamentals of change.
• 32:15
  Speaker 2: The environment is the first driver of change.
• 32:18
  Speaker 2: Then in any company, just summarizing what I hear from our discussion for a couple minutes we are talking about leadership and resilience self-confidence organization.
• 32:32
  Speaker 2: then if the first line manager does not encourage this willingness to move doesn't lead.
• 32:42
  Speaker 2: as an example If organizations do not support that, allowing people to test another way and so on.
• 32:51
  Speaker 2: People are showing what the stones they have in their shoes thanks to internal factor or external factors again.
• 33:00
  Speaker 2: Then perhaps more than people, organization has become more agile.
• 33:05
  Speaker 2: also
• 33:07
  Speaker 1: Is that I don't get the pro verb together but it's about the rigid stuff and the seaweed.
• 33:14
  Speaker 1: then if the breeze blows, than your agile you dont break.
• 33:19
  Speaker 1: But uh... You know.. The ridgid stuff that breaks?
• 33:22
  Speaker 1: I don´t know!
• 33:23
  Speaker 1: I do not get it together but who have to have that agility.
• 33:26
  Speaker 1: Mick what is this?
• 33:27
  Speaker 1: people talk abut in Benelux?
• 33:29
  Speaker 1: Exhaust pressures?
• 33:31
  Speaker 0: I don't really know.
• 33:32
  Speaker 0: it's external pressure, and i agree with what Paul just said.
• 33:36
  Speaker 0: We all know that is happening in the market but a major trend What we do on the kind of projects that we have customers Is That The Projects We Do Are Much More Involved In The Strategy Of Companies.
• 33:49
  Speaker 0: I Have A Couple Of Examples Where We Clearly Have A Clear Strategy And Objectives Like Selling More At A Specific Number Of Key Accounts Increasing the share of wallets.
• 33:59
  Speaker 0: So there is a much more link between investing in development, people and strategic initiatives for companies?
• 34:06
  Speaker 0: Absolutely!
• 34:07
  Speaker 0: When I look at numbers also on the survey... In the Benelux we have the lowest number of strategic activities.
• 34:16
  Speaker 0: If i very deep dive little bit this isn't saying that
• 34:20
  Speaker 1: strategic.
• 34:21
  Speaker 1: no, it's just focus.
• 34:24
  Speaker 0: there is more focused.
• 34:25
  Speaker 0: they're more focused.
• 34:26
  Speaker 0: i think that Is what is going on?
• 34:27
  Speaker 0: I think That is one of the key words Of what is Going On.
• 34:30
  Speaker 0: and then this let's Really Focus Focusing on doing The right things in the in In the market with the Right kind of customers.
• 34:37
  Speaker 2: yeah may have something Nikon that More globally.
• 34:41
  Speaker 2: Just put out you know the professional environment.
• 34:45
  Speaker 2: every human wake up at the morning twenty thirty Years ago.
• 34:49
  Speaker 2: when They Wake Up they have some negative stimuli and positive stimuli.
• 34:55
  Speaker 2: For instance, this is a bad situation at work but my kids are succeeding in school I'm married for two months...I've got money to go on holidays.
• 35:06
  Speaker 2: today the proportion of negative stimuli political economical personal situations are more and much higher compared to the positive one.
• 35:20
  Speaker 2: It impacts, you know that better than me Nick but it impact the mental church.
• 35:25
  Speaker 1: Yeah what I would say is... And i think thats fundamental change in it kind of goes in line with we've been saying.. What's not?
• 35:38
  Speaker 1: rationally things have gotten worse or got better?
• 35:42
  Speaker 1: But there are a sense.
• 35:44
  Speaker 1: You know these these negative stimuli as you call them.
• 35:47
  Speaker 1: they're much more present.
• 35:49
  Speaker 1: Open the newspaper open your phone you go on instagram to go on you know on x on whatever and it's doom doom doom.
• 35:58
  Speaker 1: so i feel that and also in personal conversations and that something that I like actually is a field of people have started to understand, And that's not just you know our clients but as he said also personal conversations with friends, with acquaintances.
• 36:19
  Speaker 1: People have started to understand there are positive things and I don't want to get too philosophical or anything.
• 36:37
  Speaker 1: look into the engine room of this study.
• 36:40
  Speaker 1: Obviously when you cluster external factors.
• 36:44
  Speaker 1: You think about the whole kind of that the best thing, political economic social and customers in competition?
• 36:51
  Speaker 1: And fair enough and you can do that then to read all that in this study The funny things is what we did is we clustered the external factors by importance.
• 37:06
  Speaker 1: so how many times have they been mentioned?
• 37:09
  Speaker 1: And the interesting thing is that, you know all these kind of very macro factors trade restrictions on exchange rate more in the UK obviously financing.
• 37:23
  Speaker 1: All this very macro factors are quite low on people's minds.
• 37:29
  Speaker 1: what was bothering them?
• 37:32
  Speaker 1: Demand volatility.
• 37:33
  Speaker 1: so how do my customers can they predict their demand?
• 37:37
  Speaker 1: price competition hesitant customer longer decision cycles.
• 37:42
  Speaker 1: So very very tangible hands on things and i think in a way that's nice sign.
• 37:51
  Speaker 1: you know the circle of concern versus circle of influence thing.
• 37:56
  Speaker 1: people Start to realize what is my circle of influence?
• 38:01
  Speaker 1: What can I actually do?
• 38:04
  Speaker 1: and this is where i should be concerned about everything else.
• 38:07
  Speaker 1: i just.
• 38:08
  Speaker 1: Hope to be prepared
• 38:10
  Speaker 3: but for me alex this really plays into the mindset aspect.
• 38:15
  Speaker 3: all business and again particularly for the leaders and very definitely sales leaders because it's message if environment that individual person, Operates it is hearing negativity.
• 38:29
  Speaker 3: Negativity negativity It can rub off and they can start to inform their view of the world and then there Drive in a desire to go on do that job for the best of variability And whether they're exposed too, you know in the consumer market People will change really very quickly based on sentiment and based on emotion.
• 38:54
  Speaker 3: In business-to-business worlds people will be influenced by emotion.
• 38:59
  Speaker 3: It may take a little longer, but those factors do play on their mind in the decision-making that they've involved it and I think we have to really plug into.
• 39:11
  Speaker 3: what is it that we want our leaders to be focused on in the future?
• 39:15
  Speaker 3: We hear more and more particularly UK around productivity going back up to very high level macro.
• 39:25
  Speaker 3: The UK is plagued with poor productivity and poor economic growth.
• 39:29
  Speaker 3: What happens, the people who influence businesses need to start to reshape that And say yes productivities are important.
• 39:39
  Speaker 3: Sales productivity in the world of sales we operate on Is hugely important.
• 39:44
  Speaker 3: But sales productivity and sales activity and sales strategy Are hugely important because it creates the engine, as you referred to of efficiency.
• 39:57
  Speaker 3: But actually they're willingness for people to fix their engines where it's broken... The willingness that the people want to do is turn up and put on a hundred percent effort into what they see as a fading opportunity or a fading market.
• 40:13
  Speaker 3: That can be influenced very much by their attitude from what they've picked up externally.
• 40:19
  Speaker 3: Our leaders will make.
• 40:21
  Speaker 3: They'll learn more of their money next year on how they influence and drive, persuade and influence the people as much as... How many sales visits are there?
• 40:31
  Speaker 3: And how big deals it done.
• 40:34
  Speaker 3: Because that's a good way for future generation is moving.
• 40:39
  Speaker 3: The mechanical things to work!
• 40:40
  Speaker 3: They expect CRM, AI to provide all those things at such a button.
• 40:48
  Speaker 2: Yes, and Paul's a written interview.
• 40:50
  Speaker 2: just to give you some figures on sales enablement worldwide speaking.
• 40:54
  Speaker 2: Fifty percent of the investment are on tools.
• 40:58
  Speaker 1: yeah
• 40:59
  Speaker 2: thirty percent on consulting And only twenty percent on people.
• 41:04
  Speaker 1: I can dive into that when we go through the strategic initiatives which maybe doesn't look too good for us because sales enablements sells.
• 41:13
  Speaker 1: excellence is not high on peoples agendas.
• 41:17
  Speaker 1: But there may be a twist to that.
• 41:19
  Speaker 1: i think you said that more and more of our projects are connected with strategic initiatives.
• 41:27
  Speaker 1: what does it mean?
• 41:28
  Speaker 1: so whats the difference two earlier days.
• 41:32
  Speaker 0: What is the difference?
• 41:32
  Speaker 0: Is that it's very often initiated by somebody on sea level in sales and then they work together with their human resources business partner.
• 41:41
  Speaker 0: And there are going to look for the right partner.
• 41:44
  Speaker 0: so what means, we talk much more as before two people on sea-level because he has become a much more strategic initiative in line which the goals of company
• 41:56
  Speaker 1: And what kind of strategies you were mentioning, new customer pushes.
• 42:01
  Speaker 1: but maybe from all your three perspectives.
• 42:05
  Speaker 1: What strategic initiatives do we support currently as a thermometer in the market?
• 42:17
  Speaker 1: But is it that we see that companies do?
• 42:21
  Speaker 2: You have very good example Alex which follow to integrate AI in their daily business.
• 42:32
  Speaker 2: They know that we cannot avoid AI In our professional environment and it was not true two years ago, but today this is the reality.
• 42:43
  Speaker 2: The big sponsor of the CEO said okay We have to work on it.
• 42:48
  Speaker 2: But we tackle that challenge from a tool's perspective From financial perspective a promise of productivity, without interesting the company to people behavior.
• 43:04
  Speaker 1: Yeah yeah okay so kind of leaning our successes or future and fortune more on predictable
• 43:13
  Speaker 2: tools... And this is not a strategic initiative decided by the companies?
• 43:19
  Speaker 2: This are strategists strategic axis of development for any company.
• 43:25
  Speaker 2: then they are obliged to push it.
• 43:27
  Speaker 2: Probably,
• 43:28
  Speaker 1: um... Any other kind of strategic initiatives we're supporting?
• 43:32
  Speaker 0: Well currently I think have several but i think there are two.
• 43:37
  Speaker 0: that really pops up.
• 43:38
  Speaker 0: and what is this?
• 43:39
  Speaker 0: in the agriculture little business their company they've lost some market share due to several reasons And their focus is really winning back those customers.
• 43:50
  Speaker 0: so when you see if Of the capabilities of people that are in the sales teams, really focusing on that initiative.
• 43:58
  Speaker 0: Winning back market share!
• 44:03
  Speaker 0: One strategic project we're working on is in agriculture.
• 44:08
  Speaker 0: It's a company which has lost some market shares due to many reasons.
• 44:13
  Speaker 0: The focus here is to win back those markets.
• 44:17
  Speaker 0: The direction of the sales activities is very clear and development capabilities are really focusing on that strategic initiative.
• 44:26
  Speaker 0: We make a link between the strategic initiatives.
• 44:28
  Speaker 0: as such, what does this mean for individuals in the Sales, Account Management and Key Account Management teams?
• 44:35
  Speaker 0: Another one is in IT business where they say we need to focus much more on bigger deals.
• 44:41
  Speaker 0: so we shift from operational kind-of businesses kind of business.
• 44:47
  Speaker 0: So it means that we need to talk to other people, the conversation there is completely different than with IT specialists etc... So you clearly see in those two projects a very clear link and I think this is good evolution for our businesses because it has become much more important on the agenda.
• 45:13
  Speaker 0: Yeah, I feel
• 45:18
  Speaker 1: like and Paul you can dive into that because it's one we're doing together.
• 45:25
  Speaker 1: That partner sales initiative with one of our clients in the financial industry is for a long time i've always felt that for sales people strategy is just some ivory tower BS from hot air.
• 45:43
  Speaker 1: But now when we say strategic initiatives, We mean tangible things.
• 45:50
  Speaker 1: They need to be outcomes.
• 45:52
  Speaker 1: it's a specific market share.
• 45:55
  Speaker 1: Nick you said there is a lot clearer segmentation and that I feel really something with joy because i think its good thing.
• 46:10
  Speaker 1: sales strategy Will become a lot more tangible.
• 46:15
  Speaker 1: A lot of hands-on clear targets, clear segmentation and activities good translation of goals to actual activities the organizational backing.
• 46:31
  Speaker 1: I think that's a great thing.
• 46:33
  Speaker 0: I think, I fully agree.
• 46:35
  Speaker 0: and what we see as an important trend is indeed people do expect return on investment from the projects they do certainly developing their people.
• 46:44
  Speaker 0: They want to see that return on investments
• 46:46
  Speaker 1: Absolutely!
• 46:47
  Speaker 1: And Paul any thoughts for you?
• 46:50
  Speaker 3: Well yeah To Nick's point there about return of investments What i'm seeing more now in a lot other conversations That are having with organisations Is actually link to how they generate a return on their own investment in tools and information, particularly AI.
• 47:12
  Speaker 3: And the sort of common theme really is How do they themselves create internal value from their investment?
• 47:21
  Speaker 3: In technology that provides data?
• 47:24
  Speaker 3: You know there's been as a thing in some of the organizations I worked with over the last few years where They talk about data is the new goal.
• 47:34
  Speaker 3: What they're looking to do now, I would say we have an absolute plethora of data.
• 47:39
  Speaker 3: We have data everywhere But what we need Is To understand it and to interpret It And then use it to inform our decisions.
• 47:50
  Speaker 3: The need for people again More strategic in their thought process About all this data providing How do i turn data into information?
• 48:00
  Speaker 3: and information into insight, then insight in to opportunity.
• 48:05
  Speaker 3: And it's no surprise that one of the key areas where I'm seeing that focus is on how sales leaders use information they have for their team performance... ...to make decisions about changes.
• 48:20
  Speaker 3: Again we've all grown up over the last fifteen years knowing CRM exists there!
• 48:28
  Speaker 3: And if it's used properly, collect data.
• 48:33
  Speaker 3: But are people really using to help them have more informed and insightful conversations with their own people?
• 48:41
  Speaker 3: So that inward focus... The people I'm talking about at the moment say we need an inward focus for our external focus with customers.
• 48:51
  Speaker 3: Mick talked about focusing on the right organisation being completely laser focused where opportunities lie.
• 48:59
  Speaker 3: But that comes from having people who are able to see the opportunity, create the right resource.
• 49:07
  Speaker 3: We want to analyze and understand it then to pursue it And come some using their own data so we can create a capability within our teams
• 49:16
  Speaker 1: Maybe two kind of give them more frame this strategic initiative.
• 49:23
  Speaker 1: So with us I don't know, nineteen different strategic initiatives.
• 49:28
  Speaker 1: So what is it that you will focus on?
• 49:31
  Speaker 1: and then Nick as he said the Benelux has been kind of laser focused.
• 49:36
  Speaker 1: we have an average of six initiatives per company.
• 49:41
  Speaker 1: in the UK has been eight plus initiatives for companies also.
• 49:47
  Speaker 1: there's a variants there which is normal i think and also nobody really cares about exchange rate fluctuations but uk carries a little bit more obviously you know for all kinds of different reasons.
• 50:07
  Speaker 1: But what we've done this would put them into four clusters.
• 50:11
  Speaker 1: the first one, Commercial focus so it's the kind of you know to cross up selling that customer reactivation new logo acquisition segmentation of markets.
• 50:24
  Speaker 1: So everything is hands on selling.
• 50:27
  Speaker 1: then we have a couple things that we call value orientation which is kind redesigning the value proposition looking at your pricing models introducing solution selling bundling solutions stuff like that, Also obviously sales enablement, sales excellence with CRM training tools and so on.
• 50:52
  Speaker 1: And what we've called strategic realignment based.
• 50:57
  Speaker 1: in our discussion I think it's not hard to guess where the focus of people is?
• 51:05
  Speaker 1: it's clearly in that very hands-on sales cluster.
• 51:09
  Speaker 1: so its all about customer focus, this is where we see people putting their initiatives on.
• 51:17
  Speaker 1: As you said Nick It needs to be strategic and ROI driven.
• 51:24
  Speaker 1: We need results.
• 51:26
  Speaker 1: The least important or the least selected is the kind of you know strategic realignment thing.
• 51:33
  Speaker 1: nobody talks about channel design a lot and we see individual differences here in there but at the end of today it feels like the age of transformation for transformations sake is over, and things need to get hands on.
• 51:51
  Speaker 1: Yeah value orientation.
• 51:52
  Speaker 1: so the whole thing about value-based selling.
• 51:56
  Speaker 1: i'm working with you next week on a project.
• 52:02
  Speaker 1: You know the clear focus of communicating value to customers.
• 52:07
  Speaker 1: that is big thing.
• 52:08
  Speaker 1: nobody talks about sales enablement, Exactly.
• 52:20
  Speaker 1: Yes, what
• 52:21
  Speaker 0: does this mean for a sales organization?
• 52:23
  Speaker 0: What does this means from an account manager?
• 52:25
  Speaker 0: is it strategic or more tactical?
• 52:27
  Speaker 0: I believe its the transition from strategic to tactical and that has become very important as to do a lot with competitive positioning and focusing on right kind of customers.
• 52:39
  Speaker 0: Very pragmatic stop basically.
• 52:41
  Speaker 0: We still see
• 52:42
  Speaker 1: that
• 52:42
  Speaker 0: we help a lot of organizations in the B to B environment, moving from what you call the reactive approach on purely relational and expertise selling And I'm not saying there is anything wrong with it.
• 52:55
  Speaker 0: If you want to be successful in sales You also should say powerful or strong in more assertive approach In a more consultative approach.
• 53:03
  Speaker 0: That's what i mean by strategy tool Also tactical more.
• 53:08
  Speaker 0: in that tactical level we come into plays almost.
• 53:11
  Speaker 1: Very good point because as I said, strategy is not a buzzword anymore.
• 53:16
  Speaker 1: it's very clear pragmatic approach.
• 53:18
  Speaker 1: We want to win this and will do This And This To get there kind of thing.
• 53:24
  Speaker 1: i think That's Good again.
• 53:27
  Speaker 1: It feels like A year Of action.
• 53:30
  Speaker 1: to kind of Summarize What would you say?
• 53:36
  Speaker 1: The main kind of.
• 53:38
  Speaker 1: we've talked a lot about the opportunities that are behind taking action and shaping your own future and shaping you're on path.
• 53:46
  Speaker 1: What is it one recommendation that would give to your clients or two our listeners in general if they go down that path if they shape their future if they invest intangible opportunities what does it that day good, be aware of?
• 54:06
  Speaker 1: What is it that they should not forget, what's a kind of critical success factor there.
• 54:13
  Speaker 3: Let me start by saying this for me extremely clear and companies have made lots investment in tools technology in essence all the things designed to improve efficiency improving efficiency about.
• 54:30
  Speaker 3: what they also need to remember is improve effectiveness.
• 54:33
  Speaker 3: An effectiveness comes from improving the capability of people which starts with mindset and continues with support, guidance mentoring development.
• 54:45
  Speaker 3: The effectiveness to drive a more efficient car will deliver best result in your race.
• 54:53
  Speaker 1: Absolutely so.
• 54:55
  Speaker 1: and that's kind of coming back to the sales enablement thing.
• 54:58
  Speaker 1: i was a bit worried for four hour twenty-twenty six when I saw that nobody kind of rang cells enablement high, but I think an especially forces mercury.
• 55:08
  Speaker 1: we've never been caught pure training people.
• 55:11
  Speaker 1: our goal has always been too make golds happen make targets achievable.
• 55:19
  Speaker 1: The idea is that the sales enablement and you said there's no only investments in all of tools have been done.
• 55:25
  Speaker 1: child said that you know i tools are on the rise whatever it is.
• 55:31
  Speaker 1: It needs to be used now and then.
• 55:33
  Speaker 1: for that you still need people.
• 55:34
  Speaker 1: you still me organizations general and these organizations, Need to be good.
• 55:41
  Speaker 1: You can have the fastest car if you don't have a driver, and I think i cannot understate or overstate the role of leadership.
• 56:04
  Speaker 1: consistency in leadership making sure things get done.
• 56:09
  Speaker 1: And going back to one thing that you said, Nick.
• 56:13
  Speaker 1: One of the words I've heard most in conversations especially with prospects is we need make a change into proactive organization.
• 56:24
  Speaker 1: It's proactive, proactive, drive opportunities and find them.
• 56:31
  Speaker 1: We can't wait for things happen!
• 56:34
  Speaker 0: For our region is that people are realistic, they're ambitious.
• 56:40
  Speaker 0: and for twenty six.
• 56:42
  Speaker 0: And then also have a plan in.
• 56:44
  Speaker 0: the plan is mostly based on three elements as we mentioned agility very sharp focus indeed.
• 56:53
  Speaker 0: competitive position.
• 56:54
  Speaker 1: yeah it's not just um... Yeah!
• 56:56
  Speaker 1: That thing along time you felt like It was good to be good or with enough To Be Good.
• 57:04
  Speaker 1: It's very much clearly.
• 57:05
  Speaker 1: now you need to be better in order to turn decisions your way.
• 57:09
  Speaker 1: and do we need to see it as not selling but making customers by the kind of influencing decision-making, influencing decision cycles.
• 57:19
  Speaker 1: But also learning to live with that uncertainty.
• 57:23
  Speaker 1: any last things let's wrap up Paul.
• 57:27
  Speaker 1: what will you tell your clients to do in twenty twenty six?
• 57:30
  Speaker 3: well make sure they understand that mindset matters and to drive results through effectiveness, not just efficiency.
• 57:39
  Speaker 1: I think that's a very good summary!
• 57:43
  Speaker 1: So thanks everyone for listening.
• 57:46
  Speaker 1: this has certainly been a long but also very interesting episode.
• 57:51
  Speaker 1: Thanks Charles, thanks Paul, thanks Nick For your insights.
• 57:56
  Speaker 1: If you want the full story The data, pressure patterns And what year of impact really means Download our study sailing into twenty-twenty six.
• 58:07
  Speaker 1: You can find it on your local Mercuri websites, mercuri dot de mercuridot nl.
• 58:13
  Speaker 1: mercury dot be mercurry dot fr and mercury dot co dot uk And obviously on a global website mercuri net.
• 58:25
  Speaker 1: if you can't find there contact me and I'll Be happy to get in contact with you regarding the studies also.
• 58:35
  Speaker 1: Do reach out for us if you want to discuss the results, but first read it benchmark yourself and do pick your winning move that you are going to execute already in Q one twenty-twenty six!
• 58:49
  Speaker 1: And
• 58:50
  Speaker 2: we wish
• 58:51
  Speaker 1: you tons of success by alphonic.com.