Sales Performance Management dashboard creation steps

 

1. First, determine the key questions that the stakeholder of this dashboard would be asking.  For example, if this is a Sales Rep dashboard for a hunter working in channels, they might ask key questions like this:

 

  • What is my upside potential?
  • How is my overall performance?
  • Which leads/prospects should I pursue?
  • Which part(s) of the Sale Process do I need coaching on?

 

2. With these questions in mind, determine what informaiton will answer these key questions.  Continuing the example, below are possible pieces of information that could answer the first couple of key questions.

 

    • What is my upside potential?
      • Revenue potential in territory
      • Available growth accounts
      • Size of channel partners
      • Number of strategic accounts
    • How is my overall performance?
      • Win/Loss rate
      • Number of new proposals delivered
      • Share of wallet
      • Selling time

 

3. Categorize the metrics needed to fulfill the information used to answer key questions. In other words, is the information you need activity- or results-based?  Is the metric required to supply the information a base metric, an aggregate metric, a weekly, monthly or annual metric?  Is it a calculated metric? Below is an example of how these metrics would be categorized.

 

    • How is my overall performance?
      • Win/Loss rate – results-based calculated metric
      • Number of new proposals delivered – activity-based metric
      • Share of wallet – results-based, complex calculation metric
      • Selling time – metric that calculates off of activities categorized as selling

 

4. The Sales Performance Management system in your company has been collecting and reporting on numerous metrics.  Knowing the information and category of metrics you need (from steps 2 and 3), you now need to dig through the catalog of available metrics and find those that supply what you need for the dashboard.  Hopefully, the metrics are all in your Sales Force Automation (SFA) tool already.   Once you find the metrics, your SFA/CRM team will need to help build the dashboard out of the current metrics.

 

5. However, starting with the key questions often leads to situations where metrics are not currently available.  This may have happened because of a decision to use the SFA’s “out of the box” metrics.  If this happens, you’ll have to formulate methods to capture the information needed.  Sometimes, it is simply in another system and an import to your SFA needs to be set up.  At other times, the data may not be reachable or even exist.  That’s when some creative work will need to be done.  For example, assume you wanted to use “Share of Wallet” as a performance dashboard.  If the client is using your competitors, how do you know how much of the wallet your firm has compared to others?  The competitors most likely will not tell you how much they have, and the client may be protective about this information also.   In any event, it is most likely an estimate and a figure that Sales Reps will have to manually enter. 

 

Working through these 5 steps will bring you to an ideal dashboard, but some pieces of the dashboard may not be ready for version 1 (usually anything that Step 5 was required for.)  In this case, use the following guidance to plan out your evolving dashboard:

 

Sales performance management dashboard iteration

 

Then, put together something like the following real example to share with stakeholders and the SFA team and pair this with a spreadsheet of the metrics you’ve had catalogued (that fulfill the information needs of this dashboard). This becomes your blueprint of what you’re looking for until it can be built.

 

Sales Performance Management Hunter Sales Rep Dashboard mockup

 

Taking this approach helps you focus on what you really need from a dashboard instead of settling for one that tells you what it thinks you need.

 

 

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ABOUT THE AUTHOR

Steve Loftness

Helps sales and marketing leaders make the number through implementation and change management of proven and emerging effectiveness practices.

Steve leverages his Six Sigma Black Belt and change management expertise to help clients with innovative yet pragmatic solutions. His experience with clients in multiple industries gives him the ability to ensure that any solution designed will actually get adopted.

 

Prior to joining SBI, Steve was a partner at TDG and Sundoya, where he developed business and implemented improvements within engagements. He is also part of the international consulting community having lived and worked in Spain and Russia. And yes, he speaks both languages.

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