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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 © Copyright Miller Heiman Group, Inc. All Rights millerheimangroup.com