Given the evolution of B2B buying cycles, sales managers must continually acquire and adopt new skills to effectively lead, compete and win. Yet too often, when evaluating their team’s performance, sales managers focus exclusively on performance metrics such as quarterly bookings or quota achievement. Of course, these are important—but they are also lagging indicators. If you have no deals closing today, the reality is that your team has been under-performing for months. So how can sales managers identify and measure the most critical leading indicators: the skills and behaviors required today to build sales success for tomorrow, and the long-term? Qstream defines a new generation of sales performance indicators giving rise to the data-driven sales manager. We also share strategies that will enable forward-thinking managers to: - Assess and strengthen the sales capabilities that matter most - Validate and develop a profile of their top performers ​ - Use data to determine leadership priorities - Leverage real-time analytics for more effective coaching and development

1.
Next-Generation KPIs for the
Data-Driven Sales Manager

2. Twitter
@SalesMktMgmt
@Qstream
Sharing Today’s Webcast
Hashtags
#salesKPI
#salesanalytics

4. Sales Art Becomes Science
(Take me to your leader)

5. A system that helps sales management:
Why Sales Analytics Matter
to ensure revenue performance
Identify and predict
sales trends and
outcomes
Understand where
sales people can
improve

6. Survey
Is data driving your sales leadership decisions?

7. Congratulations!
more likely to be a top performer
in your industry
Bain & Company
2X
3X
4X
more likely to execute decisions
as planned
more likely to make decisions faster

8. Building Your ‘Sales GPS’
• Metrics are quantitative measures
• Analytics
– Predictive: Historical data
– Adaptive: Real-time data

9. Revenue Performance
SalesForce
Bottom 20%
Accelerate Growth or Evaluate for
Reassignment
Middle 60%
Accelerate
Growth
Top 20%
Maintain and Grow
5% performance gain from the middle 60% yields over
70% more revenue than a 5% shift in the top 20%
Moving the Middle
Sales Executive Council (SEC)

10. Tackling the Speed of Change

11. Qstream Sales Readiness Survey, April 2014
One-third of Reps Are Not Ready to Win
But which ones are they?

12. CRM: Your Crystal Ball?

13. Do we just analyze the past…
or can we impact the future?

14. Answer: To Improve the Data
Can We Manage Data?

15. Uncovering the Reality of Our Reports

16. Can I Manage This?
Revenue
Customer Satisfaction
Market Share
Pipeline SizeVolume
Ramp-Up Time
IT InvestmentCoaching
Call Type
Tool Usage
Segment of Customer
Number of AccountsTime Allocation
Quota Achievement
Share-of-Wallet
Process Usage
Skill Level
Territory Coverage
New/Existing CustomersCall Outcomes
Customer Retention
Deal Size
Prospect Type
New/Existing Product
Call Volume
Up/Cross-Selling
Cracking the Sales Management Code, 2012

17. Metrics Framework
Salesperson and manager activities
that can be proactively managed
Objectives that require ‘consent’
but can be influenced
Organizational outcomes that can
not be ‘managed’ whatsoever
Cracking the Sales Management Code, 2012

18. #1: We Can Only Manage Activities
Salesperson and manager activities
that can be proactively managed
Objectives that require ‘consent’
but can be influenced
Organizational outcomes that can
not be ‘managed’ whatsoever
Cracking the Sales Management Code, 2012

19. #2: Cause-and-Effect
Cracking the Sales Management Code, 2012

20. Example
Revenue
Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Volume
New/Existing Product
Share-of-WalletTerritory Coverage New Customer Acquisition
Customer Retention
Coaching Account Plan CompletionCall Volume
Call Type Training
Customer Satisfaction
Cracking the Sales Management Code, 2012

21. #3: Reverse-Engineer Success
Link the Objectives to relevant
Activities, and manage them
relentlessly
Select and quantify the BEST
Objectives that will lead to those
Results
Identify the Results you want to
achieve
Cracking the Sales Management Code, 2012

22. Mobile as a Force Multiplier

23. How Do We Help Our Sales Managers?
Data insights = Better sales coaches
• Engage front-line sales managers in
training initiatives
• Enable data-driven visibility into team
strengths via Manager dashboards
• Identify gaps in real-time to remediate
• Understand coaching actions taken

24. Manager Dashboards Improve
Coaching Effectiveness by 55%

25. …And Drive Performance
Sales Management Association, 2014
Sales reps who request
help
Poor performers New sales resp Salespeople transitioning
into new roles
Sales reps with a specific
development issue
High performers
Lowest third
Middle third
Highest third
Annual firm sales goal achievement
High-performing organizations provide 15-20%
more coaching time than low performing companies.

26. Track Improvements Over Time

27. Connecting the Dots

28. Some Predictions…
1. Sales forces will adopt a ‘less is more’
approach to data and reporting
2. Front-line sales managers will (finally)
become the focus of training groups
3. Mobile productivity and predictive analytics
tools will become ubiquitous
4. Sales analytics will become more actionable
5. More heads of sales will get “C” in their title

29. Questions?
Lisa Clark
lclark@Qstream.com
781-214-4528