MNetrics into a pile and attempt

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The survey identified 306 metrics that are considered key to sales leadership for effective sales management. This research reveals a straightforward framework that can be used to better manage sales. Organizing Sets of Chaos When we first studied the metrics, we found that each sales force had categorized their metrics in very different ways. Though there were many metrics in common across the companies, there was little commonality in the way the measurements were organized.



Frustrated by the lack of structure the survey had provided, we ecuador cell phone number list decided to put all of theto organize them ourselves. After experimenting with several criteria to establish our new groupings, we ultimately decided on a single question to serve as our guideline: “How ‘manageable’ is each metric?” That is, how much control does a sales manager have to directly affect the specific metric? An example of a “manageable metric” is the number of accounts per rep.



This metric is highly manageable, since a sales manager can easily reassign their sales reps’ accounts to increase or decrease the number. An example of an “unmanageable metric” is revenue per rep. No sales manager can simply command a salesperson to have more revenue (though many have tried). There are many factors that affect a salesperson’s revenue number, so it, therefore, cannot be directly managed by a sales leader. Using this one criterion as the basis for our undertaking, we soon discovered three distinct levels of “manageability” into which nearly all of the metrics fell—Sales Activities, Sales Objectives, and Business Results.