This site uses cookies to provide you with a great user experience. By clicking continue you accept our use of cookies to modify the information we collect please click here.

Continue

This site uses cookies. By continuing to browse the site you are agreeing to our use of cookies. Find out more here.

Contact Us

Critical Selling Metrics

Defining the Sales KPIs That Drive Results for Your Business

When you engage with Richardson, we work with you up front to define and set sales KPIs that matter most to you, as well as the critical selling skills you need to drive them right now. From there, we create a customised Learner’s Journey and a detailed Measurement Plan to validate impact. The critical activities we partner with you to complete are:

  • Understand your current- and desired sales KPIs, goals, and performance metrics
  • Identify and prioritise the specific selling and coaching behaviours that impact your KPIs
  • Design the right blended approach for your team, using a market-tested curriculum customised to your unique selling environment
  • Align your organisation around the most important components of your strategy and link selling behaviours to the goals and outcomes that you seek
  • Create a Measurement Plan to quantify business impact and inform the learning programme

Sales Metrics

To truly measure sales training impact you should be looking at the qualitative and quantitative metrics that translate into actionable sales KPIs that show financial and operational selling performance and take measurements that reveal the health of your sales team and their ability to position value.  You also need to define metrics that have a clear starting point and are easy to track.

After decades of working with sales organizations across industries, we’ve determined a core group of sales metrics that are the most critical for revealing the effectiveness of sales training.sales kpis

  1. Win Rate: Win rate is a simple gauge of how many new pursuits close with a win status. By isolating competitive differentiation from demand creation, a company can see how well their approach to selling resonates in the field. The win rate often serves as a starting point telling leaders where else to look for clues on business performance.
  1. Quota Attainment: Quota attainment serves to judge performance against expectations and is a function of how all initiatives are operating.  This is a qualitative metric that signals the effectiveness of business strategies.
  1. Time to Productivity: Time to productivity measures the length of time it takes a new sales rep to contribute to the bottom line. Measuring time to productivity is particularly useful when looking to expand team capacity or when an organisation is facing high turnover.
  1. Attrition: Attrition measures more than a company’s exposure to the cost of high turnover, it is a lagging indicator of other measures such as ramp time, productivity and engagement. High attrition is often a warning sign of systemic problems within the sales team.
  1. Contract Value: Contract value serves to gauge the effectiveness of a team’s shift to multi-divisional solutions. It reveals the ability of a sales team to create strategic relationships that position the value of multiple products and services.
  1. Profitability: Profitability is a function of price and product mix. This key financial measurement helps sales leaders understand their degree of efficiency when using resources to win the sale.
  1. Pricing: Adjustments to pricing are the primary driver of profitability. Effective sellers can control pricing with strong negotiation skills that maintain the value of the deal through the signed contract.
  2. Sales Cycle: The sales cycle reflects the effectiveness of the sales team and the buyer’s engagement. As teams increase their productivity, the sales cycle decreases, which narrows the distance between the start of the pursuit and the contract. Longer sales cycles drive up costs and can be particularly taxing on a company’s resources.

These metrics and sales KPIs serve not only to answer the key questions regarding the health of a business, but they also lend valuable insight as to where leaders should explore further. Nearly every business will find that they have quick access to data that allows them to effectively use at least some of these eight metrics. The earlier that a business begins measuring, the more complete, and therefore useful the picture will be for leaders affecting change.

If your baseline metrics tell you that your team has opportunities to increase revenue and profits, contact Richardson and we can help you develop a customized training program that will move the needle for your business.