The good news is, as a sales leader this is easy to validate
Posted: Mon Jan 27, 2025 10:23 am
This accuracy more specifically refers to the correct application of your sales methodology. This means that the data in your CRM reflects the real-time state of the opportunity and that the steps needed to bring the deal to close are well-understood by both the rep and the customer. In this context, the four most important CRM opportunity fields to nail (aka, the “Big 4”) are Close Date, Forecast Stage, Value ($$$), and Next Steps. If these fields are accurate and reflect both the nature of our sales process and the customer’s buying process, there’s a good chance your forecast will be on target!
For example, suppose it’s seven days before the end russia telegram data of the sales period and a rep is forecasting a six-figure deal to close by the final buzzer. If it’s sitting in stage four of seven, at list price, and the next steps describe a series of legal, IT, and commercial term reviews, chances are that deal ain’t closing as forecasted.
2. Comprehensive
Often times as the pressure of period-end increases, sales reps tend to create more forecast visibility around their highest potential deals while moving the more uncertain ones (which still often have the potential to close) to future periods.
A comprehensive forecast, on the other hand, is one that provides visibility into every deal that has the ability to close in the forecast period. The key to coaching to a comprehensive forecast is two-fold. First, both the sales rep and manager should review each marginal deal and decide whether or not the uncertainty lies in the data (i.e. is this an accuracy issue?) or rather the rep’s perception of the risk beyond the data.
For example, the customer has budgeted for your solution, however, their organization is undergoing a restructuring or leadership change which could result in the reevaluation of budgets and put your deal at risk.
For example, suppose it’s seven days before the end russia telegram data of the sales period and a rep is forecasting a six-figure deal to close by the final buzzer. If it’s sitting in stage four of seven, at list price, and the next steps describe a series of legal, IT, and commercial term reviews, chances are that deal ain’t closing as forecasted.
2. Comprehensive
Often times as the pressure of period-end increases, sales reps tend to create more forecast visibility around their highest potential deals while moving the more uncertain ones (which still often have the potential to close) to future periods.
A comprehensive forecast, on the other hand, is one that provides visibility into every deal that has the ability to close in the forecast period. The key to coaching to a comprehensive forecast is two-fold. First, both the sales rep and manager should review each marginal deal and decide whether or not the uncertainty lies in the data (i.e. is this an accuracy issue?) or rather the rep’s perception of the risk beyond the data.
For example, the customer has budgeted for your solution, however, their organization is undergoing a restructuring or leadership change which could result in the reevaluation of budgets and put your deal at risk.