What are you measuring?

What gets measured gets managed.

It’s more than a saying.

Sure, you manage against the established metrics.

The problem is that most are lagging indicators (revenue, number of orders, gross profit, etc.)

Which leads to managing sales in the rearview mirror.

Make no mistake: sales results matter.

But are you measuring the activities that lead to the results?

Consider establishing metrics around leading indicators.

Examples include the number of calls, conversations, proposals, etc.

Understanding your win rate and average order size allows you to forecast more accurately if you’re measuring activities before the sale occurs rather than after.

By tracking these metrics, you can identify areas where your sales team is doing well and areas that need improvement.

And you can make changes before the month’s or quarter’s end.

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