At MXL Partners, we’re big believers in a rolling 30-60-90 Forecasting methodology. Many companies acknowledge that they practice this, however we’ve recently seen yet another example this quarter of a sophisticated multi-billion organization with sketchy forecasting practices.

While all the information is in the CRM and reports are plentiful, there are still 3 issues:

1. Visual Clarity in Reporting – CRM reports are cluttered and inconsistent, allowing missed cues and trends buried in the data.

2. Consistent Updating and Accuracy of Information – without deliberate discipline and appropriate attention to detail at the rep and management level, this is a key reason for misleading forecasting.

3. Adherence to Sales Process – paying only lip service to stages, milestones and stepscauses more pain and delusion than it should.

When a rep creates and manages their own visibility reports of all Pipeline, Best Case and Commit Opportunities, updates this weekly with views over at least a rolling 90-day horizon, and then forces adjustments and actions to this Pipeline/Forecast view per a prescribed milestone process, then they will be prepared to report to management, and themselves, with truth and accuracy.

It’s actually simple and powerfully effective. The problem is not in the CRM but at rep and management level.

Meet or Exceed Expectations- Effectively present Features and Benefits = 67%
- Differentiate from Competition = 69%
- Align Solutions with Customer Needs = 68%
- Generate Accurate Bid/Proposal = 85%

Needs Improvement- Understanding Customer Buy Process = 40%
- Effectively Cross-sell/Up-sell = 47%
- Sell Value/Avoid Discounting = 42%
- Forecasting Accurately = 54%

This data shows that salespeople, for the most part, know their products, but are lacking in areas not typically emphasized in training across sales teams.

If you make 10 calls in a 2-hour period because you’re studying lead prospects’ web sites, social media sites and rooting around your CRM, and I make 30 calls in the same 2-hour period, all things being equal, I’m going to outsell you. Over a period of weeks, months and year, I will cover more ground in the territory, uncover more opportunities and drive more revenue.

Now I didn’t say zero research or no entries in the CRM. It’s about intelligent balance. Here’s the trick – 3 keys that will separate Producers from Meanderers:

1. Know Your Targets - if I know my vertical or target audience, then I can do cursor research, i.e., quick specific info checks on web sites or other sales intelligence resources.
2. Know Your Pitch - if I know what I’m going to say then I have No Fear and will boldly make great quality calls and leave great quality messages all day long.
3. Know Your Metrics - if I know my cadence metrics and results then I will confidently and systematically work the numbers game.
4. Batch Your Updates - if I keep my calling notes separately on a spreadsheet as I make my calls I can update the CRM appropriately at the end of day or night without losing my calling rhythm.

These keys result in Focus, Confidence, Accountability and Speed. You don’t need a manager to guide you; you can manage yourself. I will gladly take a team full of smart focused, confident, productive self-managers any day over a team of over-organized, plodding, CRM perfectionists.

Are you or your team really as productive as can be?

In more and more organizations, the need for an effective Sales Leadership System is clear if not obvious. It is possible and desirable to have a process-driven sales management structure that runs with machine-like efficiency and as effectively as the most well-designed technology system.

There are 4 key requirements associated with an effective sales leadership system:

1. Sales Process Redefinition – over-hauled, clarified and aligned with Sales and Marketing, no lip service any more
2. Sales Strategy Reinforcement – clarified customer targets, audiences, messaging, playbooks and gameplans
3. Sales Metrics Discipline – consistent visibility and measurement metrics, reliable, streamlined pipeline/forecast management
4. Sales Review Cadence – acceptable and sustainable pace and form of rep/team reviews, coaching, planning per month or quarter.

Not easy or quick to roll out. These take time, care and experience to institutionalize a best-practice sales leadership system. Tough to do if your driving Sales, Marketing or the whole company. It’s like orchestrating a complex symphony while you’re playing first chair violin. Let’s discuss your 2011 plans.

How’s your sales leadership system?

1. Sales Competency Training – Month 1
2. Sales Activity Inventory – Month 2
3. Sales Forecast Process Review – Month 3

Many executives and sales leaders come to us seeking help in improving sales revenues through sales training and consulting. They say “Help our team Close better” or “Our team needs Negotiation training” or “Our team needs to improve Probing skills” or “Our sales pitch is all over the map.” These are all legitimate concerns and competency areas that can be improved, however it’s not the full story. It’s like trying to improve a car’s performance by installing leather upholstery, a new sound system and higher grade gasoline. It’s better, yes, but there are other areas that need a check-up and potential overhaul.

It’s a new year. How’s your team going to perform in Q1? What are you doing today that will ensure your team is the ultimate selling machine by Q2 and the rest of 2010?