I am coaching in the conversion funnel, I am coaching in the

[rifat28dddd]

As a manager, you know if you treat your customer or your prospect like a transaction, they treat you as a transaction.

GN: What do you think are some of the best metrics sales managers can use to manage the sales activities of their salespeople to measure their performance?

For me, it starts with activity; how many outbound touches are you making to generate how many contacts to generate how many appointments. How much new information is getting into the database because the database is everything. If I have a great database, I have a cash machine.

I am not a big fan of how some companies measure their pipeline. One times pipe, two times pipe… four times pipe, ten times pipe… all that does is get people to put a bunch of junk in the pipeline and some sales managers are happy.
I am more interested in what do you put in the pipe and how long does it take you to get out of the pipe?

What stalled in the pipe and then when I look at all of that, that backs me back into prospecting because of the Law of Replacement. The Law of Replacement says you must replace the opportunities in your pipe at a rate that is either equal to or greater than your closing ratio.

Once I understand that, I am then able to sit down with each guatemala telegram data of my people and understand their situation and what they need to do. If I look at that along the entire conversion funnel and am a good coach,salesperson needs the most help.

GN: Although salespeople spend an average of four hours a week manually updating their activity data into their company’s CRM, according to Salesforce.com about 70% of CRM data goes bad or becomes obsolete annually. IS CRM hurting more than helping?

I think the most important and viable tool for a salesperson is the CRM. It is your database. It is your gold mine. You can treat it like a gold mine or a trash can. Most salespeople treat it like a trashcan. The reason they treat it like a trash can is that they feel like they are doing it for “the man.” “The man” is watching them, and they have to put [data] in, and have to put it in. The problem is when salespeople think they are doing it for “the man,” then they don’t put good information in or they don’t put any information in.

What should be in the CRM? Your notes on your last meeting. Why should that be in there? So, you don’t have to remember it for your next meeting. What should be in there? Information on the different stakeholders on the account. What should be in there? Deals that turn into opportunities that you can put in the pipeline.