Sales forecasts. 82% of all frontline salespeople do them. 100% of executives pay very close attention to them. Yet 69% of us don’t trust them. This sounds like a problem.
The source of the problem is a sales team that is being asked to do something it has not been properly equipped to do. Sure, they have CRM and spreadsheets, but what do they put into them? Wild guesses, bad assumptions, and best-case scenarios? It is time for the madness to end.
Frontline Forecasting is a one-day workshop that introduces research-based best practices to help your sales team:
- Distinguish between forecasting and pipeline management
- Recognize sales forecasting worst practices
- Identify the four distinct forecasting frameworks
- Select appropriate forecasting frameworks for each sales role
- Help salespeople add quantitative rigor to their forecasts
- Question the facts and assumptions underlying each seller’s forecast
- Identify coaching opportunities during the forecasting process
Basically, most people don’t trust their sales forecasts because history has proven their forecasts to be wildly inaccurate. Our research into sales forecasting best practices reveals that most sales forecasts can be made more accurate and less time-consuming by making a few fundamental changes in the sales force’s approach to the task.