Emotional Decision MakingBelieve it or not, a lot of sales organizations are run the same way today. Decisions are made on emotion and gut feeling with little sales data analysis or insight. In fact, through my experience, most organizations are operating based on “feel” more than any other metric.

 

The chaos stops here and now by creating a step by step method based on criteria that matters for sales force strategy. It will take the gut feeling and the unknowns out of evaluating your sales force and enable a road to success.

 

Step One: Leverage current data available in your CRM & focus on easy-to-run reporting

Effective Sales Performance Management always starts with basic reporting with information you have today. Focus on answering these questions at this phase:

 

  1. How is my overall performance?
  2. How is each individual performing?
  3. Are my Sales reps pursuing the right leads?
  4. What leads/prospects should I pursue?
  5. Am I achieving my sales goals?
  6. How accurate are our forecasts overall and in each territory?
  7. In what part of the Sales Process do I need coaching?
  8. Which reps need coaching and in what?
  9. How are pipelines progressing? Is anything stuck?
  10. What clients are expanding/contracting the fastest?

 

Step Two: Engage data not captured (or not yet tracked) in CRM 

This is where organizations typically fall short. They think their CRM solution is the “end all, be all” to their sales management worries. It isn’t. If you want to continue the shift from emotional to emotionless, begin to answer these questions:

 

  1. What is my upside potential?
  2. Is my team meeting the territory’s potential?
  3. Who are my best performers?
  4. Should the team be expanded or contracted?

 

Step Three: Identify CRM data gaps and information impossible to track

The final step in taking emotion out of sales force strategy is to consider the big picture and how your team measures up.

 

  1. How are compensation levels trending?
  2. What products are in the highest demand?
  3. Are we pricing our products effectively?
  4. Are sales expense s in line with budgets?
  5. Which managers/reps stand out as the most effective?
  6. How effective is our compensation plan?

 

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