Richardson’s New White Paper Helps Sales Leaders Gain Insight into the Accuracy and Quality of Their Teams’ Forecasts
Today, sales leaders face increasing pressure to accurately forecast and produce results. Historically, sales leaders rely on “lagging indicators” to monitor critical sales metrics — putting sales leaders in the position of trying to drive results forward by looking in the rear-view mirror.
“Many companies already employ verifiable outcomes in their sales process. The key is to identify outcomes that are truly leading indicators of customer engagement. The result leads to greater confidence in sales forecasts and, ultimately, in business results,” says Harry Dunklin, Richardson Sales Performance’s SVP of Sales Readiness.
This compelling article, written by Harry Dunklin, provides value for those exploring ways to increase the reliability of their sales pipeline and forecasting. This article explores:
- How an effective sales process must be aligned with the customer’s buying behavior — which has changed significantly in the last three years.
- The best way to create healthy pipelines — by closely linking the customer’s level of engagement with specific sales stages.
- How the customer’s level of engagement determines where and how fast opportunities move.
- How salespeople are held accountable for generating client engagement throughout the sales process.
- How sales managers can increase their coaching impact by shifting their focus to the “critical few” client behaviors that make or break a deal through the sales process.
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