Organizing Sets of Chaos
Posted: Mon Jan 27, 2025 6:15 am
If you are telling yourself right now: “I know these things.” You’re right, you know about them but if your performance isn’t where you want it to be, you don’t really know it.
Because you are not ‘doing’ it. For once, discipline yourself to take action towards your goals. Be one of the top performers who uses their time and focuses well.Sales Activities, Sales Objectives, Sales Results
Over the past decade or more, information systems have vastly improved the measurement and reporting capabilities within the sales function. However, this increased access to data has not been accompanied by a corresponding increase in control over sales performance. Why is it that more sales data has not necessarily resulted in better sales management?
We believe it is because much of the data being collected today is not very useful in actually managing salespeople. Despite being awash in numbers, executives lack a framework that they can use to consistently pinpoint problems and proactively manage change. If sales leaders had an interconnected system of meaningful performance metrics, like their finance or operations peers do, they could enjoy the same level of control and manageability as these other business functions.
To understand the current state of affairs, Vantage malta telegram data Point Performance partnered with the Sales Education Foundation to survey sales leaders to uncover the metrics that companies use to manage their sales forces. The survey identified 306 metrics that are considered key to sales leadership for effective sales management. This research reveals a straightforward framework that can be used to better manage sales.
When we first studied the metrics, we found that each sales force had categorized their metrics in very different ways. Though there were many metrics in common across the companies, there was little commonality in the way the measurements were organized.
Frustrated by the lack of structure the survey had provided, we decided to put all of the metrics into a pile and attempt to organize them ourselves. After experimenting with several criteria to establish our new groupings, we ultimately decided on a single question to serve as our guideline: “How ‘manageable’ is each metric?” That is, how much control does a sales manager have to directly affect the specific metric? An example of a “manageable metric” is the number of accounts per rep. This metric is highly manageable, since a sales manager can easily reassign their sales reps’ accounts to increase or decrease the number.
Because you are not ‘doing’ it. For once, discipline yourself to take action towards your goals. Be one of the top performers who uses their time and focuses well.Sales Activities, Sales Objectives, Sales Results
Over the past decade or more, information systems have vastly improved the measurement and reporting capabilities within the sales function. However, this increased access to data has not been accompanied by a corresponding increase in control over sales performance. Why is it that more sales data has not necessarily resulted in better sales management?
We believe it is because much of the data being collected today is not very useful in actually managing salespeople. Despite being awash in numbers, executives lack a framework that they can use to consistently pinpoint problems and proactively manage change. If sales leaders had an interconnected system of meaningful performance metrics, like their finance or operations peers do, they could enjoy the same level of control and manageability as these other business functions.
To understand the current state of affairs, Vantage malta telegram data Point Performance partnered with the Sales Education Foundation to survey sales leaders to uncover the metrics that companies use to manage their sales forces. The survey identified 306 metrics that are considered key to sales leadership for effective sales management. This research reveals a straightforward framework that can be used to better manage sales.
When we first studied the metrics, we found that each sales force had categorized their metrics in very different ways. Though there were many metrics in common across the companies, there was little commonality in the way the measurements were organized.
Frustrated by the lack of structure the survey had provided, we decided to put all of the metrics into a pile and attempt to organize them ourselves. After experimenting with several criteria to establish our new groupings, we ultimately decided on a single question to serve as our guideline: “How ‘manageable’ is each metric?” That is, how much control does a sales manager have to directly affect the specific metric? An example of a “manageable metric” is the number of accounts per rep. This metric is highly manageable, since a sales manager can easily reassign their sales reps’ accounts to increase or decrease the number.