The second F in sales EFFORT is forecasting

dreamstimefree_141084Forecasting is CRITICAL to increasing revenue because what sales activity your team need to do PLUS who they need to sell to changes based on what the forecast looks like.

The part that is a function or result are those; high, commit, and low numbers you ask your sales team to supply each week/month/quarter/year.

What would change if instead of focusing on the numbers, you start to focus on the differences between how each person on your team views sales?

My friend Debbie Mrazek wrote The Field Guide to Sales and I love what she says on page 22

“What is your sales goal? When I ask salespeople that question, they say something like, “Well Deb, I want to do $2 million dollars this year.” I follow up with “Would that be $2 million by selling $1 million to two customers or to twenty customers who each buy $100,000?” Clearly, that makes for two very different plans of attack.”

ONE accounting firm may be looking for; steady income through the whole year. While another would like to put in an extraordinary level of effort during tax season for the bulk of their revenue.

Where I live there are bistros looking for the tourist crowd – expecting someone to come in once, at best once a year. Then others that are catering to locals and they want to see repeat customers each week.

When I work with inside salespeople there are some hunting whales, working hard on that BIG deal to hit quota. Others enjoy and expect to do lots of smaller orders every day.

Each of these dissimilar sales forecasting philosophies can add up to the same overall revenue number over the course of a year.

How you forecast will impact
> Who is the best target for individual salespeople on your team
> What contacts they need to build relationships with
> AND how they sell

Use forecasting as a sales success tool, not just a number they have to give you!

© Jyothi | Dreamstime Stock Photos

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