As businesses grow more optimistic about opportunities for growth, the pressure is on for sales organizations to meet ever-higher revenue targets. Download this exclusive report from Harvard Business to learn new insights and stats on how sales performance data and analytics is spreading to enterprise sales organizations.
94% of sales organizations say their 2014 revenue targets are higher than last year’s.
58% of sales reps are struggling to meet current quotas.
49% identified insufficient revenue growth as the top pressure motivating sales performance management initiatives.
Driving Peak Sales Performance In an era of winner-take-all markets and “grow or be irrelevant,” sales leadership is constantly faced with an uphill battle in driving sales performance. How is it possible to grow top-line revenue and maintain healthy margins while remaining nimble to react to changing market conditions and new competition? Organizations that fail to quickly plan, secure cross-functional alignment and deploy resources face dire market consequences.
At the heart of this challenge lies a complex analytical and modeling problem that involves lots of data spread across lots of rigid systems touching lots of people. This problem is further compounded as the critical knowledge is spread over teams, geographies and, in many cases, even the external ecosystem. However, the smallest improvement in sales performance has a big impact; if a 500-person sales team with an average quota of $2 million can increase attainment from 80 to 82 percent, that would lead to an additional $20 million in sales.
Leading companies handle this problem by focusing first on creating a sales performance plan that is data driven and tying it to their execution across their organizations. They adapt as they execute by optimizing their resource allocations to the areas that matter most.