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Vol. 7 No. 1 January, 2006 – “Measuring Sales Effectiveness” – Part 1 of 3
“Sales impact can be masked by market conditions or product merit. How do we measure sales effectiveness? … If your only sales metric is the traditional up-and-to-the-right revenue chart, you
are in big trouble.” - - Rod Kimmel Software on Sailboats ©2001

If sales activities need to be planned and their results measured, what are the Key Performance Indicators and
why are they important? Let’s take up the second of those (why are they important) first.
As salespeople/sales managers, we want to be certain that our activities are going to bear fruit, so that we can:
- Project/manage our personal/business finances
- Ensure that we ourselves or our staff are productive
- Enhance relationships with our customers
Now, in most types of business-to-business (and some B2C) sales environments, sales activities are called the
sales “funnel” or the sales “pipeline”, i.e. “How many prospects do you have in the funnel/pipeline?”
More important than how many is where are they?
Knowing this will give us ideas as to what we’re doing right/wrong and give us and indications of how to correct
any imbalances.
As an example, if we/our salespeople don’t have any/many “New Opportunities” identified, there may be a problem with our Prospecting and/or Marketing efforts.
Conversely, if there are too many prospects building up in the Negotiation step, we may need help with Closing skills.
Be on the lookout for the next issue of "Roadmap" where we’ll continue our discussion of “Measuring
Sales Effectiveness.”
Or, contact us if you need assistance before then:info@salespartnersinc.com
Until then, Good Selling!
Please note: We offer this article on a nonexclusive basis. You may reprint or repost this material as long as
Sales Partners’ name and contact information is included: info@salespartnersinc.com
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