You are attending your weekly forecast meeting to hear your sales managers share the opportunities their teams plan to close by the end of the quarter. After the quarter’s end, you face a major gap between the forecast provided a week ago and the achieved revenue, and you ask yourself: How could this have happened?
A sales process is different to a sales methodology, but do you and your managers know how they work together and complement each other?
If coaching is the single biggest lever a Sales Manager has to improve performance of a team, how do you know if it’s effective beyond lagging indicators like quota attainment?
Understanding of the concept of committed opportunities and how they can affect forecast accuracy and quota achievement.
Why do you need Pipeline Management, Opportunity Reviews and Forecast Management processes? What’s the difference between the 3 and what are the best practices to do each right.
Sales managers have one of the toughest jobs in any company these days. These 4 habits can accelerate your growth. I picked them based on my experience coaching many sales managers that made the transition from individual contributors.