确保业绩达成的“3M”

随着销售越来越复杂，行之有效的确保业绩达成的要求有三个：Management、Metrics和Methodology，简称“3M”

Management: 尤其是对一线销售的监管

Metrics: 衡量标准，比如，一周客户拜访数量，销售机会创建数量，销售机会的推进情况，订单业绩（Booking），发货及收款（Billing）。Data at the sales manager level. Data sliced by product line，by region，by customer segment and by the stages of their sales cycle. 

Sample measures of Sales Activities

include things like:

 Number of Sales Calls Made pre Rep

 Percentage of Reps Using CRM

 Percentage of Account Plans Completed

 Number of Accounts Assigned Per Rep

 Number of Reps Assigned Per Manager

 Dollars Spent on Rep Training

However，Our research therefore informed us of an irrefutable fact:  Activities can be managed – outcomes can't

Examples of Business Result metrics

include:

 Revenue Growth

 Number of Units Sold

 Percentage Share of Market

 Gross Profit

 Customer Satisfaction Rating

Examples of Sales objectives metrics:

 Percent Share-of-Wallet

 Number of New Customers Acquired

 Days Ramp-Up Time for New Salespeople

 Percent Customer Retention

 Percent of Target Customers Contacted

Methodology: 系统化，纪律化的方法。通过管理可以管理的Sales Activities来管理最终的Business Results

销售管理的因果链

一个好的业绩管理者，需要一个作战室“ War Room”，里面有一系列的进度报告，和当前为了完成业绩所应该采取的措施，以及大订单涉及的相关部门和相关人员

销售作战室

最终：从销售业绩目标，倒推制定可以量化的销售行为考核目标

从业绩目标倒推制定可量化的销售行为目标