EPOCH Sales Management Solutions, LLC’s Post

KEY STRATEGIES FOR SALES FORECASTING Improving sales forecasting accuracy requires a combination of strategies, processes, and tools. Here's a step-by-step approach to coaching your sales team to forecast better; Establish Clear Criteria Ensure your sales team understands the criteria for what constitutes a qualified opportunity and when it can be considered part of the forecast. This includes factors such as budget, decision-making authority, need, and timeframe. Regular Pipeline Reviews Conduct regular pipeline reviews with your sales team to assess the status of each opportunity. This can help identify potential roadblocks, uncover new information, and gauge the likelihood of closing deals. Data-Driven Approach Encourage your team to rely on data rather than gut feelings. Utilize CRM (Customer Relationship Management) software to track historical performance, analyze trends, and identify patterns that can inform forecasts. Collaborative Forecasting Involve multiple stakeholders, including sales reps, managers, and executives, in the forecasting process. This can provide diverse perspectives and insights that improve accuracy. Qualification Training Provide ongoing training to your sales team on effective qualification techniques. This ensures they accurately assess each opportunity's potential, reducing the likelihood of prematurely including low-probability deals in the forecast. Consistency in Documentation Emphasize the importance of consistent and detailed documentation of customer interactions, including notes from meetings, emails, and phone calls. This documentation serves as a valuable reference point for forecasting accuracy. Forecast Adjustments Encourage your team to update forecasts regularly based on new information or changes in the sales cycle. This flexibility ensures forecasts remain relevant and reflective of the current sales landscape. Historical Analysis Review past forecasting accuracy to identify areas for improvement. Analyze cases where forecasts were inaccurate and determine the root causes to avoid similar mistakes in the future. Feedback and Coaching Provide constructive feedback to individual team members based on their forecasting performance. Offer coaching and support to help them improve their forecasting skills over time. Incentivize Accuracy Consider implementing incentive programs tied to forecast accuracy to motivate your sales team to prioritize accurate forecasting. Continuous Improvement Sales forecasting is an ongoing process. Encourage your team to continuously refine their forecasting techniques based on feedback, data analysis, and changes in the market landscape. By implementing these strategies and fostering a culture of accountability and continuous improvement, you can help your sales team forecast more accurately and effectively. #sales #salesteams #salesforecasting #strategies #salessuccess #salesstrategies #salesandmarketing #business #businesssuccess

How do you deal with a micro-manager? Take accountability. Try this three step framework: 1. Get clarity on your manager’s expectations. Then deliver on those expectations. 2. Communicate the delivery of those expectations in advance of the meeting. 3. Bring high value items to your manager for them to be involved in instead. Example for a Rep in SaaS Sales: “Hey Boss, Ahead of our meeting, here are last week’s figures: 🎯 New Opportinities: 4 (vs 3 target) 🎯 Customer Meetings: 10 (vs 8 target) 🎯 Bookings: $25K vs ($20k target) CRM updated and weighted pipeline aligns to forecast. Where I could use your help are: * Executive sponsorship to help get {x} deal over the line. * Deal review for {y} upcoming renewal * Your feedback on the presentation I am giving on Friday (see attached). Be great if we can use our one-to-one time on these topics. Regards”

Let’s break this cycle together.  Companies keep pouring money into enablement programs, sales tools, hiring, and developing sales teams.  Yet,  🤷Yet they’re always scrambling to meet quarter goals or planning for the next quarter.  Why then do we still struggle to boost and measure sales productivity❓  Why is it difficult to keep tabs on the departments and team’s performance❓  📍 Chances are that sales leaders and business owners do not know what sales activities and metrics have the biggest impact on revenue outcomes.  When it comes to identifying sales metrics and measuring KPIs, they’re always at a loss. Leading indicators allow you to look forward at the road ahead, and course-correct. They predict future sales performance. Lagging indicators represent a reflection of the road already traveled, the historical snapshot of the past performance. To save you some time, I’ve narrowed down some of the components of the key metrics    Activity Metrics  opportunities created  emails sent  calls made  meetings    Conversion Metrics  deal progression  stage progression  renewal rates  win rates Outcome Metrics  average lead response time  customer acquisition cost  average sales cycle time  customer lifetime value  average deal size  meetings booked  Early sales activity metrics encourage: ✅Increased interaction within the salesforce  ✅Quick and constant feedback  ✅Ability to adapt to sales strategy  Need help implementing these KPIs Send me a DM to discuss your team's sales strategies and get support to track KPI progress. #wesleynewisdom #transformedsales #salesstrategies #KPI #teamperformance

Shit in. Shit out. It’s the most popular approach to pipeline forecasting. If your CRM inputs are garbage, no revenue forecasting tool can save you. I’ve been in hundreds of pipeline reviews. Most times, they go like this: ✴ SR: “Frank loves our solution. They need it in their company for lots of reasons. Frank told me he’ll speak to his boss. They’re tight, and so Frank’s sure he’ll get the needed budget.” ✅ Leader: “Perfect, when do you expect to close and what is the likelihood?” ✴ SR: “By the end of the quarter and around 65%.” We can all guess how this song and dance ends. The remedy is simple, and often overlooked: follow a defined sales process religiously. But real-world application is where problems arise. Lots of companies use sales processes. They might even implement additional methods like MEDDPICC, BANT, and CHAMP. Yet sales reps don’t stick to them. And then leaders fail to challenge them and accept superficial info (the shit in part). So, how often do you discuss:  👉 the negative impact of the current state of sales 👉 quantification of the pain  👉 the stakeholders, their roles, and their priorities  👉 proactive champion building 👉 the criteria for making decisions 👉 your competitive advantage Across all professions, leaders have to ask uncomfortable questions. Just think what would happen if doctors or personal trainers never asked tough questions of their clients. Remember: shit in, shit out. So what are some of the tough questions you’re asking your sales team?  

Let’s break this cycle together: Companies keep pouring money into enablement programs, sales tools, hiring, and developing sales teams.  Yet,  🤷Yet they’re always scrambling to meet quarter goals or planning for the next quarter.  Why then do we still struggle to boost and measure sales productivity❓  Why is it difficult to keep tabs on the departments and team’s performance❓  📍 Chances are that sales leaders and business owners do not know what (KPIs)sales activities and metrics have the biggest impact on revenue outcomes.  When it comes to identifying sales metrics and measuring KPIs, they’re always at a loss. And without key performance indicators (KPIs), neither sales teams nor their managers can say whether or not performance expectations were met. KPIs can be focused on both process and outcomes measures. Process KPIs measure progress along the way to some desired outcome. Outcome KPIs measure desired end results. Leading indicators allow you to look forward at the road ahead, and course-correct. They predict future sales performance. Lagging indicators represent a reflection of the road already traveled, the historical snapshot of the past performance. Implementing KPIs ensure that your sales efforts are focused, data-driven, and aligned with your business objectives. Early sales activity metrics encourage: ✅Increased interaction within the salesforce  ✅Quick and constant feedback  ✅Ability to adapt to sales strategy  Need help implementing these KPIs? Everything we do at Transformed Sales is focused on developing the behaviors that lead to world-class sales organizations. We work with leaders and their teams together to build the mental fortitude they need to succeed in sales while equipping them with the tactical skills they need to crush their quota monthly. #transformedsales

The macroeconomic environment is putting sales budgets and bottom lines under pressure. “Doing more with less” isn’t just a mantra, it’s a decree. Top-performing companies aren’t just becoming steadily more productive, they are using the time and cost savings generated by current improvements to become exponentially more effective. The good news is that the practices that catapulted these businesses to the top can be replicated—and many of their formulas don’t require a year’s long transformation. Here are some initial steps to start that journey: - Cut the three most wasteful non-customer-facing tasks and redirect these to a sales support function: If a formal shared services center does not exist, create one for each core region, and plan to shift 50 percent or more of sales support activities to these groups within a year. - Overhaul and automate sales tasks, starting with the most critical mission: Develop a road map to automate 20 percent of core sales processes over the next 12 months. Add teeth to these plans and hold leaders accountable for delivering specific ROI gains from this work. - Embrace a remote-first model for the long tail: Commit to moving 25 percent of low-growth customers—those likely to contribute less than 10 percent in annual revenues—to inside and digital sales channels within a year. - Introduce rigid performance management: Establish a weekly steering cadence to align sales team activities with high-value opportunities and ruthlessly de-prioritize lower-value engagement. - Establish a systematic approach to sales capability building: Use sales and pipeline analysis to surface the knowledge and capabilities that teams will need to master over the next 12 to 18 months. Channel learning and coaching toward those areas and pull back on non-essential training. - Designate a small team to drive productivity improvements: Give them technology funding, run sprints every three months, and track productivity KPIs on a monthly basis. #salesproductivity

🚀 Mastering the Distinction: Business Development vs. Sales 🚀 In today’s competitive landscape, understanding the nuances between business development (BD) and sales is vital. While both are crucial for revenue generation, their roles, objectives, and approaches differ. Here’s a breakdown and strategies to enhance their effectiveness. Business Development (BD) 🔹 Focus: Identifying new market opportunities and forging strategic partnerships. 🔹 Objectives: Expanding market reach and building relationships that convert into sales. 🔹 Activities: Market research, networking, building alliances, and nurturing high-level relationships. Sales 🔹 Focus: Closing deals, meeting revenue targets, and ensuring customer satisfaction. 🔹 Objectives: Driving sales growth, achieving quotas, and maintaining customer relationships. 🔹 Activities: Lead follow-up, direct selling, contract negotiation, and customer retention. Strategies to Enhance Effectiveness 1. Harness Data and Analytics: BD: Use market intelligence and analytics to identify trends and opportunities. Track and manage relationships with CRM systems. Sales: Use data insights to prioritize leads and personalize sales approaches. Employ predictive analytics to forecast trends. 2. Continuous Learning and Development: BD: Invest in strategic thinking and market analysis training. Attend industry events. Sales: Provide regular sales training on new techniques, product knowledge, and customer engagement strategies. 3. Strengthen Collaboration: Joint Strategy Sessions: Regular meetings between BD and sales teams to align and share insights. Shared Goals: Establish common objectives and KPIs. Celebrate joint successes. 4. Embrace Technology: BD: Use tools like LinkedIn Sales Navigator and market research platforms to connect with potential partners. Sales: Use CRM and sales enablement tools to streamline processes, track interactions, and automate tasks. 5. Build and Maintain Relationships: BD: Focus on long-term relationships with potential partners. Engage through thought leadership and strategic discussions. Sales: Develop deep customer relationships by understanding their needs, providing tailored solutions, and offering exceptional post-sales support. 6. Set Clear Objectives and Metrics: BD: Define goals for market expansion and partnership development. Track progress with KPIs like new opportunities and partnerships. Sales: Set specific sales targets and monitor performance with metrics such as conversion rates, sales cycle length, and customer satisfaction. By distinguishing the roles of BD and sales, and implementing these strategies, companies can create synergy that drives sustainable growth. Aligning both functions ensures opportunities are effectively converted into long-term value. 🌟 #BusinessDevelopment #Sales #GrowthStrategy #B2B #Leadership #SalesExcellence #StrategicGrowth

We were working with a large, SaaS company. And the CEO and EVP Sales came to us 1) behind in their bookings achievement YTD and 2) completely frustrated with the predictability of their pipeline. Here is what we did to solve their unpredictable pipeline challenges. As part of our solution, we changed the pipeline stages (in the CRM) from the traditional: Prospect > Discovery > Demo > Proposal > Negotiation > Closed Won to... > Stage 1 > Stage 2 > Stage 3 > Stage 4 > Stage 5 In defining the stage definitions, we focussed more on the things in each stage that dictate whether you go from Stage two to three, or stage three back to two, based on whether or not the customer has validated certain qualifiers that measure their amount of their commitment to us. This is important... we measure "rising level of customer commitment". More specifically and by way of example, one of the defining qualifiers when moving a deal from Stage 1 to Stage 2 was" "Do you have a meeting in the customer's calendar in the next forty-five days?" Each of those 'things' ✅ a meeting booked ✅ in the customer's calendar ✅ a timeline - within the next 45 days These are specific, and measurable. There is no debate or room for ambiguity. Let's face it. Most sales people can get the first meeting. Can they get the second? And, the third? Not having a next meeting in the customer's calendar 1) adds huge risk to the deal and momentum, and 2) shows little customer commitment to the problem, project, and priority. The new stage definitions change the conversation among the sales team and sales leadership, and drive new behaviors throughout the sales force that impact deal velocity, pipeline hygiene, deal size, and close rate. And, increases in those, dramatically impacted the Client's pipeline and forecast predictability, accuracy and confidence. #pipeline #salespipeline #forecast #forecastaccuracy #salesrprocess #salesoptimization #salesmethodology #sales coaching

You 👏can’t 👏wing 👏 sales. Winging it is a recipe for inconsistency. And inconsistency leads to big misses. That’s why it’s so SO important to get clear on the sales process for your team. A standardized sales process ensures best practices are followed, makes coaching easier, improves forecasting accuracy, and facilitates faster onboarding. If you’re in need of some standardization, start by mapping out your current sales process and identifying gaps. Get your top performers involved in defining best practices - they know what works. Once you’ve done that, use your CRM to reinforce process adherence and make it easier for reps to follow the established steps. Sales management needs to be an accountability partner with their reps to make sure they’re following the sales process and coach them to the right behaviors. Regularly review and refine the process based on data and feedback to keep it relevant. Remember to balance standardization with flexibility - different customers may require different approaches.

Are you looking for a "Silver Bullet" for Sales Productivity? Sales is broken: >75% sales leaders are failing to hit target, so it is understandable they need a quick fix. Sales Productivity = Where to Focus (on what is most effective) * How to Win (making that more efficient all the time). The equation makes clear that it is an on-going levelling up mentality, not a once & done... hard work is still needed. Don't just jump on the next sales-tech bandwagon, so your team feel productive. If the technology helps you do more but you're doing the wrong thing or have the wrong message, what does that get you?  To put it more directly, what result do you expect to get from automating a process that wasn’t producing results manually? "Is email sequencing in your 2024 sales strategy?" A 2024 sales strategy must pivot away from reliance on email automated sequence spam cannoning... Does it serve the purpose? Or does it just make your team feel productive?? You can't just cut and replace 1 piece of the puzzle: processes are so inter-related / non-siloed. And there is no one-size-fits-all answer... BUT there is 1 strategic skeleton key for sales effectiveness from reviewing thousands of sales orgs... PICK UP THE PHONE: it is a sales effectiveness money ball: Actual conversations truly matter: If you want to exponentially accelerate the value your sales team, get from outbound with an end-to-end turnkey managed service... DM me. You can have more conversations in a day on day 1 than you've had in the last month with decision makers on your target list (instant efficiency) AND diagnose areas of improvement for > effectiveness e.g. targeting, messaging, rep delivery / coaching, list / data management... #sales #leadership #management