What Shall We Measure? Getting Executives to Agree on MetricsIn the rush to procure data and mine value, sales-operations leaders are often reduced to the role of tactical-reporting administrators. Executives can’t agree on what to measure. Directives are constantly altered and sales ops get sidetracked fulfilling ad-hoc requests for new reports, diverting attention from strategy development.


What drives this lack of focus?

There are two primary factors. First, executives often don’t know what they need. Sales-ops leaders and executives can decide which metrics are valuable by answering a few questions. Drilling down to the essential dynamics of the business should reveal only a handful of things executives need to keep tabs on.


What are the drivers of the business? How does the enterprise make money? What are the key performance indicators (KPI) that will show if the business is on track or not?


Second, leaders often don’t give much thought to reporting acquisition costs or what they intend to do with the information once it’s generated. But they can gauge requests by asking a few simple questions:


  • Why do I need this?
  • What strategies will it facilitate?
  • What is the cost in terms of disruption and resources?
  • How will I hold myself accountable for this information?


It’s fairly easy to make data requests and never think through the business case for the action. And executives are often shielded from any organizational disarray wrought from what they perceive as simple requests. The key is to apply a cost-benefit analysis (CBA) to report generation, just as the organization would with a technology investment.


By keeping requests simple, actionable, and justified, you’ll ensure the business remains aligned toward your objectives.

How to Slay Your Number in 2016

Are you going to make your number in 2016?

If you are not sure but would really like to know, turn to page 46 and read our feature titled “How to Make Your Number in 2016.” Here, we summarize the primary findings from SBI’s ninth-annual research project, which captures what the best of the best are doing to exceed their revenue targets.


Aaron Bartels

Helps clients solve the most difficult challenges standing in the way of making their number.

He founded Sales Benchmark Index (SBI) with Greg Alexander and Mike Drapeau to help business to business (B2B) leaders make the number. The world’s most respected companies have put their trust in and hired SBI. SBI uses the benchmarking method to accelerate their rate of revenue growth. As an execution based firm, SBI drives field adoption and business results.

His clients describe him as a consultant who:


“Makes transformational impacts on me, my people and my business”


“Solves my most difficult problems that to date we have been unable to solve ourselves”


“Brings clarity to an environment of chaos”


“Has real world sales operations experience making him qualified to advise us on a variety of sales and marketing challenges”


“Is able to spot proven best practices that once implemented will make a material impact on my business”


“Constantly challenges status quo and compels us to act”


“Focuses on execution and driving change to stick in our environment”


“Makes good on his promises while enabling our business to realize his projected results”

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