Marketing and sales

Today’s customers may not always be right, but they certainly know what they want. Both consumers and commercial customers have virtually instant access to product and pricing information, they demand products and services customized to their individual needs, and they expect high levels of service. That makes capturing and retaining their business — and doing so profitably — more challenging than ever. To succeed, marketing and sales organizations must combine forces and use all the talents, tools, technologies, and channels at their disposal to win in today’s increasingly competitive marketplace.

The world of marketing is changing fast. The media and technology industries are on converging paths, and new technologies are helping marketers analyze their markets, segment consumers more effectively, and better account for the business value of their efforts. Marketers must learn to operate in a changing marketing “ecosystem,” in which their roles and those of media companies and advertising agencies are becoming ever more interconnected. Leading marketers are focusing on the development of key capabilities and building higher performing organizational models to compete in this fast-changing marketplace.

How companies organize, plan and carry out their sales efforts has also become more complex. As the face of a company and the primary source of its revenues, the sales force is among an organization's most critical assets. The importance of its role is growing as competition intensifies, products commoditize, and companies focus more on organic growth. Maintaining an adaptive sales force requires companies to track customer behavior and continue building on the best practices required to succeed in their industries. Sales forces that stay aligned with customers unlock additional growth, increase sales productivity, and create competitive advantage.

At Strategy&, the strategy consulting team at PwC, we understand the value of taking a holistic view of marketing and sales. Our marketing and sales advisory service has the experience needed to integrate marketing insight with effective sales methods. In this highly customer-centric environment, developing these capabilities is the only way to achieve real, measurable results.


Our thought leadership

The marketer's dilemma
The media and marketing ecosystem is being reconfigured and transformed by digital developments. Our latest study explores what's to come and how companies can thrive in the new landscape.
Diagnosing Dislocation
Don’t assume the new entrant in your market is a disruption. Learn to recognize different types of threats and design the best strategic response.
The value of customer experience
Using customer experience (CX) to create value for your customers and business in an Age of Experience.
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For companies that are looking for top line growth in the face of economic headwinds, this report and profiler offer concrete suggestions to increase profits within six to twelve months.
The Four Pillars of Profit-Driven Marketing
A practical, proven framework that helps marketers capture the metrics essential to determining ROI and use them to develop an overall marketing strategy and allocate resources based on accurate ROI figures.
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This book explores the potential of the digital era and its implications for executives and marketing and ad professionals.

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How we help our clients

Strategy& has extensive experience with large, international corporations, governments, and organizations, acting as an independent adviser on issues ranging from marketing and sales strategy to capability development and process retooling in our key areas of expertise.

Please choose a section below to learn more about our service offerings.


Client examples

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A leading international telecom company, in anticipation of its expansion into eight international markets, was looking for a more strategic and systematic approach to allocating its marketing spend across geographies.
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Our client, a leading wealth management player with brokers across the United States, was looking to capitalize on the growth of digitization to spur organic growth.
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A leading manufacturer of jewelry sought to review its U.S. operating model to improve performance and drive sustainable growth.