Where to start measuring?
Posted: Tue Dec 17, 2024 4:25 am
It is important that, when generating sales metrics, you take into account that there are good and bad practices. We recommend avoiding the latter, otherwise, all the measurement work will lose its value:
Metrics are obtained through an informal process.
The supplier responsible for its generation is not the correct c level or decision maker email list one or is related to someone in the company.
The person who produces them is the one being evaluated and consequently the metric has been manipulated,
The data shows me the problem, but if we remove one segment from the evaluation, things have improved.
I want metrics that allow me to lower the salaries of some and raise those of others.
Metric out of 10: 8 is good because I decided it, 8 is bad because you achieved it, I expected more from you.
It doesn't matter what the trend is or what the return is, I've been advertising in that medium for 50 years.
Metrics do not match strategic planning, its objectives and strategies.
A good lunch with the media is better than a metric that forces me to establish a new strategy.
The team's results are very bad, the metrics locate the points for improvement (training, coaching, replacement), but those responsible are good people so I allow them to continue with their mediocre performance .
The campaign is a success in institutional strategy, but the urgency was promotional.
The advertising return is poor, but we are in the trendy media.
It is very important that if you have a control system, indexes, indicators, KPIs or whatever their name may be, it is consistent with the objectives that the Company has set . It is key that all members of the sales and marketing team know perfectly how their effectiveness is being measured.
In conclusion, well-generated metrics give you knowledge, place you in the right space, and give you the tools to compete in the market. The most important thing about constantly evaluating the right indicators is that they allow you to dedicate your energy to what is most important, which is achieving the growth that
Metrics are obtained through an informal process.
The supplier responsible for its generation is not the correct c level or decision maker email list one or is related to someone in the company.
The person who produces them is the one being evaluated and consequently the metric has been manipulated,
The data shows me the problem, but if we remove one segment from the evaluation, things have improved.
I want metrics that allow me to lower the salaries of some and raise those of others.
Metric out of 10: 8 is good because I decided it, 8 is bad because you achieved it, I expected more from you.
It doesn't matter what the trend is or what the return is, I've been advertising in that medium for 50 years.
Metrics do not match strategic planning, its objectives and strategies.
A good lunch with the media is better than a metric that forces me to establish a new strategy.
The team's results are very bad, the metrics locate the points for improvement (training, coaching, replacement), but those responsible are good people so I allow them to continue with their mediocre performance .
The campaign is a success in institutional strategy, but the urgency was promotional.
The advertising return is poor, but we are in the trendy media.
It is very important that if you have a control system, indexes, indicators, KPIs or whatever their name may be, it is consistent with the objectives that the Company has set . It is key that all members of the sales and marketing team know perfectly how their effectiveness is being measured.
In conclusion, well-generated metrics give you knowledge, place you in the right space, and give you the tools to compete in the market. The most important thing about constantly evaluating the right indicators is that they allow you to dedicate your energy to what is most important, which is achieving the growth that