Guaranteeing The Revenue Result

A recent survey revealed that speaking in public is not the greatest fear of senior leaders. Whether or not the sales forecast would occur - that caused them to lose valuable sleep!

They, and the financial controllers, have confidence in such things as ‘cost of sales', and they have done everything possible to remove unnecessary costs from the business. But the spreadsheet that's rolled up and down the organisational chart to determine the sales target isn't worth the computer it's stored on - unless the revenue actually occurs.

So, how do you make the forecasts a reality?

Shift your thinking - Results are not the most important thing



A majority of Senior Executives have an accounting background, and accordingly, have a tendency to focus on the results.  And we can carve the numbers up any way we want them: by month, quarter, year, by product, area, region, state, etc. 

But it's time to snap the paradigms. Results only occur when it is preceded by an activity. For a result to happen, something has had to have happened! Be it a prospecting call, a meeting, a proposal/tender/submission. An activity of some description occurred that created the result. 

I recently spoke with a sales representative who pointed out his sales philosophy, "I find if I just introduce myself to 3 new people every week, the results seem to take care of themselves!". And they did! He was always over-achieving his new business results, and never failed to make his annual revenue target. Why? 

Because he focused on doing the activities which drive the results. He understood that you actually couldn't control the result. There are too many factors influencing it: customers, competitors, global economy, terrorism, just to name a few. The only thing you have 100% control over is the type and amount of activity that you do. 


Call to action: Take a lesson from the dictionary; you will find ACTIVITY well before you get to RESULT. Implement a process that instills an ‘Activity Based Sales Effectiveness' culture throughout the sales team. 


Well defined marketing direction

With evidence that it is being executed by the sales-force 

The executive team has a clear idea of the marketing direction and the company vision. And yet, I consistently find that when talking to the lower ranks, and particularly the front-facing salespeople, the water is far murkier! They typically continue to focus on selling the products and services they are comfortable with, despite a different marketing direction espoused by the marketing team. In other words, there is a failure to align the sales efforts, and focus, with the marketing direction formulated to achieve the revenue goals and the overall vision. 


Organisations who do this well have taken the time to 'Ideal Customer' reflecting their marketing direction. It simply defines the criteria that should exist with a potential customer before we would waste our precious time going and talking to them. This list should contain criteria which are directly linked to the desired marketing direction. It describes the ideal type of client you want given your marketing direction. 


Call to action: Have the marketing and sales team jointly identify your 'ideal customer' immediately following a presentation on the company's marketing direction. This will create high ownership of a "doing" activity in the field, which will achieve the desired results. Sales Managers then need to be managing and coaching the team to implement activity which matches the criteria, instead of making comfortable ‘latte' calls to existing clients about existing products! Not that that would happen in your organisation ... would it? 


A well developed 'Pipeline' measurement and reporting process



April every year you ask "Why are we down on budget year to date (YTD)?". Back comes the reply, "It's ok boss, it's in the pipeline!". I love these mysterious pipelines. Magical things. The answer to all budget shortfall in the YTD result. And yet, exactly how much is in this pipeline thingy, will it be enough, and will it land before the 30th of June? 

Show me a Senior Manager who sleeps well at night, and I'll show you a sales organisation which has a uniform way of measuring the volume of opportunities in the pipeline, and an agreed way of assigning its weighted value. 

The key figure is the Net Value of the pipeline - Gross Value x Percentage Likelihood of Success.

Complete a reverse planning process to determine the level of activity required to produce the result 


Now, this is not rocket science. In fact, it is so simple, it is profound. Take the desired results target, then, get in reverse. Let's back it up and see what activity levels need to be done in order to guarantee the results. 

For example, if you want $1million in new business, and the average size of the order is $10,000, then math tells you that 100 orders are required. If your team's average ratio of quotes to order is 3 to 1, then you need 300 quotes out there in the marketplace. If your ratio of appointments which results in a quote averages at 2 to 1, then 600 appointments need to be conducted by the sales-force. 

Depending on each salesperson's skills, abilities and experience, everyone's ratios will be different. But, the law of averages will apply. Benchmarks can be set, and the result will be in the bag, providing the activity levels are completed. Again, over to the Sales Managers to ensure this occurs, because the old well-used doctrine still applies: ‘Measure what you want done!'. 


In conclusion...

Show me an organisation that achieves its revenue targets consistently, and I'll show you a business development team who scores well on the above four areas. Of course, if you don't have these four things happening, then fear not. You can always continue to fall back on the Crystal Ball Method, and then place both hands together, look upwards, and pray that the results happen!