Clear targets for everyone in Sales

Measurable progress against your objectives requires clear targets for everyone in sales. Each Objective needs a Key Performance Indicator (KPI) and a related target that is ambitious, achievable, and measurable.

Individual Accountability for Performance

How do you monitor and manage individual progress? Once you’ve picked your Objectives and set your Global Targets you cascade them into individual targets. Accountability for performance starts with clear individual targets and regular reviews in a fixed format for each individual.

Key Performance Indicators

Sales Engineers has built a library of Sales and Marketing KPIs by applying the proven toolset of Lean Six Sigma to the field of Sales & Marketing. You can leverage this library to identify the relevant KPIs for your Objectives quickly. This KPI library also contains the underlying metrics and performance indicators that provide insight into the underlying causes if one of your KPIs moves into the red.

Insight into Performance through Reports & Dashboards 

Am I on track?

Your Dashboards and Report provide everyone with visible progress on their targets. Additionally, the Reports need to provide the required deep-dive to analyze deviations from your targets. These deep dives will provide the ability to identify root causes and take appropriate action in your Review Cadence.

Roll-up & Reports: from Individual to Global

How do you roll up and report individual progress to teams, to regions, and consequently to a global view? By combining the individual insights, and the qualitative conclusions, and reporting these to the higher echelon in the organization (e.g. from individual to team to region). The quantitative conclusions contain the underlying insights and corrective actions an individual or a team have planned to address the issues found in their performance review.

A Sales Heartbeat: regularly reviews & roll-up to global insights

You need regular reviews to check progress against your plan, for individual Sales Reps, Teams, Regions, and Business Units. These regular reviews need to be conducted with rhythm and rigor: everyone participates in the same cadence, and reviews the same information in the same format, and reports out in the same way. A Review Cadence embeds sales performance management into your daily operations and therewith establishes your Sales Heartbeat

A good Sales Heartbeat distinguishes:

• Activity Reviews: are we doing what is known to lead to the desired results? This review provides the Sales Manager with the required input to secure support and priority for his team (e.g. from Legal). A typical interval for the activity reviews is weekly.
• Performance Reviews: are we realizing the planned results? This is the quantitive review that compares year-to-date actuals against year-to-date targets. Corrective actions are agreed and conclusions rolled up and reported out to the higher echelon in the organization (e.g. from individual to team to region). A typical interval for the Performance Dialog is monthly.

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