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HOW TO ELEVATE SALES TEAM PERFORMANCE: APPLYING THE CSO INSIGHTS SALES RELATIONSHIP/PROCESS MATRIX A whitepaper from and CSO Insights first presented our Sales Relationship/Process (SRP) Matrix™ (see Figure 1) in 2007 and we have been tracking its key metrics for the past eight years. The SRP Matrix serves as a framework for firms to quickly identify how they currently operate and what levels of relationship and process implementation they need to achieve to remain competitive going forward. As it turns out, elevating their position along each dimension is not simply a “nice idea” or a good thing for firms to do; our data clearly and consistently supports the importance of firms doing so. LEARNING THE LEVELS FIGURE 1 “We’ve been tracking the research data for several years now and it remains completely consistent. Moving over and up on the SRP Matrix correlates with higher sales performance and provides a road map for the entire sales team—the CSO, sales managers, reps, sales ops—to see where they currently are, and what they need to do to get to the next level.” Barry Trailer Research Fellow ” “ LEVEL OF SALES PROCESS LEVEL OF SALES RELATIONSHIP We’ve defined three Performance Levels based on four key metrics:

  • 1. Percentage of sales reps meeting or beating quota
  • 2. Percentage of overall revenue plan attained
  • 3. Total sales rep turnover
  • 4. Sales forecast accuracy
  • These Performance Levels play out across the SRP Matrix (see Figure 2). The percentage of firms surveyed that fall into each Performance Level is also shown. FIGURE 2 Performance Level 1

  • 25% of Firms
  • Performance Level 2

  • 48% of Firms
  • Performance Level 3

  • 27% of Firms
  • LEVEL OF SALES PROCESS LEVEL OF SALES RELATIONSHIP CSO INSIGHTS 2014 SALES RELATIONSHIP/PROCESS MATRIX TM There are clear performance differences when moving over and up in the SRP Matrix; Table 1 shows the four defining metrics (with sales forecast accuracy divided into three categories), moving from Performance Level 1 to Performance Level 3. The differences are significant, translate into meaningful results, and are a basis for continued and improved competitive differentiation. Level 2:

  • 2014 results
  • 2015 Sales Performance Optimization
  • Study Level Comparison Level 1:

  • 2014 results
  • Level 3:

  • 2014 results
  • % Reps Making Quota % of Company Plan Attainment % Forecast – Wins % Forecast – Losses % Forecast – No Decisions % Sales Force Turnover TABLE 1

  • 21%
  • 26%
  • 37%
  • 39%
  • 25%
  • 31%
  • 44%
  • 84%
  • 58%
  • 76%
  • 53%
  • 12%
  • 21%
  • 28%
  • 51%
  • 89%
  • 64%
  • 16%
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