Download Frontline Sales Manager Infographic

FORECAST ACCURACY AND FRONTLINE SALES MANAGERS
Forecasting correctly starts with Frontline Sales Managers. Ensuring they are being held
accountable for accuracy, enforcing and enabling the sales team to use the resources and tools
at their disposal, and taking advantage of coaching opportunities is your first line offense in
predicting pipeline, forecasting accurately and having a clear line of site into potential revenue.
We've gathered a few data points from our Insight Ready team, inspired by CSO Insights to
help you ensure your Frontline Sales Managers are effective.
IT STARTS WITH ACCOUNTABILITY
Our sales managers are always held accountable
for ensuring the accuracy of our sales forecast.
93 %
44%
WORLD-CLASS
ALL
Cause & Effect
A high degree of confidence in funnel data allows sales professionals
to prioritize their time between creating new opportunities and
executing on qualified opportunities.
Frontline sales managers are on the “front lines” where salespeople
and customers meet and where the major work of the sales
organization is done, teaching, coaching and guiding their salespeople
on accounts and opportunities. In organizations where World-Class
Sales Performance is business as usual, the FSM is the role most
accountable for managing and delivering accurate sales forecasts.
Organizations with higher levels of forecast accuracy and funnel
confidence are more likely to achieve their quota.
Forecast accuracy demonstrates the command frontline sales
managers have of the business and their ability to influence their
team’s behaviors.
EMPOWER SALES
Our sales managers are held accountable for the effective
use of sales tools and resources by the sales force.
90%
WORLD-CLASS
39%
ALL
Enforcing the use of Customer Relationship Management
(CRM) automation systems
Providing sales training
Ensuring accessibly to sales enablement tools such
as knowledge management systems, audio tools,
social collaboration platforms and alignment with
marketing efforts
Providing business intelligence such as reporting,
auto analytics, data mining and benchmarking
Coaching sales teams
Accountability:
(as defined by World-Class Sales
Performers): The best sales
managers take ownership for the
performance of their team: They
must regularly review the
performance of and determine the
forecast for each salesperson. This
thorough evaluation of each
salesperson’s opportunities and
their progress toward their goals
challenges the manager to
objectively assess opportunities
and the salesperson’s ability to
close them.
Ensuring sales resources are mobile and agile
WE ALL NEED COACHING
In an average month, our sales managers definitely spend
adequate time coaching each individual on the sales team.
78%
WORLD-CLASS
25%
ALL
Coaching the Coach
Coaching Opportunities
Tactical deal coaching/mentoring
Sales-Skills assessment: monthly discussions, bi-annual
reassessment
Pipeline management/time-management discussions
Career coaching, talent development
Joint selling
Strategic account reviews, relationship
sponsorship/peer-to-peer participation by manager
Cross-Sell/Upsell customer mapping
Sometimes the teacher needs teaching, too. Frontline sales
Product knowledge
managers nearly always have the characteristics of a
Prospecting: territory planning & targeting
top-performing salesperson but often must be taught how
New product launches
to coach salespeople while also learning the new skills they
Win-Loss review
need to succeed as a business manager.
Miller Heiman Group
TM
877.678.3380
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