Salesheroes Podcast – The 2 Sides of Top 3 Sales Indicators

sales indicators

Hey, guys. I’m Larissa, Reev’s Community Manager, and we came today for another episode of the SalesHeroes podcast.

Today’s guest is Vanderlei, Sales Strategist at Vendor Vencedor, and he is now a member of our community.

He came to talk about an extremely important subject and that for many in the sales market is usually a seven-headed beast.

He will talk about both sides of the coin of an indicator!

Also, let’s talk about manager and seller indicators tips.

Seller, calm down, let’s tell you how positive these indicators can be for you, and the manager, we’ll also bring even more insights for you to use and work even better with these indicators.

Browse the content

  1. Podcast Transcript
  2. What do you think are the top 3 helpful indicators for the seller?
  3. What indicators are within tools?
  4. It’s no use knowing your indicator if you don’t follow it.
  5. Manager and salesperson indicators tips
  6. The strength of the manager’s communication with the seller.

Podcast Transcript

What do you think are the top 3 helpful indicators for the seller?

# First Indicator 

The seller needs to know the fundamental point.

I really like to use the term “ goal hitting ”. To do this, he needs to be clear about the goal, know what this number is, because I often find salespeople who have the goal, but he can’t say what number it is quickly.

So: what is your sales goal? You need to give me real numbers, that’s where you’re going, goal is key.

# Second Indicator 

After the goal, it is necessary to know how I am going to reach the goal, how I am going to reach it.

It is important to assess the various ways to get there and define this path. And the path I’m talking about here is the overall conversion rate, from the top of the funnel to the end. So if I talk to 100, how many will actually become customers? This is my way.

# Third Indicator 

And the third and most important is who is the fuel for this path, where is the energy coming from that assures me that I will be able to get there.

These three are essential for the salesperson to reach the goal.

What indicators are within tools?

Large companies have resources, both in tools, financial and time, due to the expertise of the seller and SDR who are there. They usually have these features in greater volume and can get this result faster.

But nothing prevents a smaller company, such as a real estate company that I’ve already worked with, to take a sheet of paper and write down each conversation, how many customers the seller talked to per day, how many of them were talked in the month and how many turned into a business.

Thus, the company uses the resources it has to have this direction.

Another nice point about the goal: there are people who want to double the goal, but don’t know that to double the goal they would have to, for example, triple the top of the funnel.

So how are you going to do that if you don’t have predictability? It is necessary to have a vision of what is right and what is wrong to be able to direct actions, have the predictability of the process.

It’s no use knowing your indicator if you don’t follow it. 

It is necessary to know the indicator, prioritize those that are most relevant and follow the numbers.

Here comes the role of the manager.

At this point, if the manager has a daily 5-minute meeting with his salespeople to talk about these 3 numbers that we defined above, it will be very important for the results.

On the first day, sellers tend to say “ah, I didn’t map the 3 indicators because I didn’t have time to do it”.

So the manager must reinforce to him that it is important and that he will be charged. He is not being charged for mapping 35 gauges, only 3 gauges per day.

So if the seller has not done this mapping on the first day, guide the seller and charge on the second day. If you haven’t done it again on the second day, it will guide you again and charge the next day. If he didn’t do it again, you need to be tough on him.

If you don’t follow the process and make it clear that you need the metrics mapped every day, you will become hostage to a salesperson you don’t even know what you’re doing, since you don’t have access to the numbers.

When you track the numbers on a daily basis, you can understand the positive differences between salespeople and can add to those strengths for the entire team.

So, manager, define the 3 most important indicators for your area and talk about them every day, until they become so natural that then you will be able to gradually increase the number of indicators mapped by the team, with more and more visibility of the process.

And seller, mapping the indicators is also positive for you.

By doing this, in addition to making your process more efficient, you will know exactly what goes right and what goes wrong. From these numbers, you will have the data-based argument to turn to the manager and argue with him why you need a change in the process.

Manager and salesperson indicators tips

Managers need to know what is happening with what was lost in the process.

Why have you lost the lead? We know that within the cadence of the sales process, we will have some stages, such as the qualification stage, presentation, negotiation, among others. So it is necessary to understand why customers are stopping advancing at a certain stage.

The salesperson often organizes himself right, fixes the CRM, and does everything according to the model, but the result does not come as expected at the end of the sales cycle. And then we talk again about how knowing your process is fundamental for the manager.

If neither the salesperson nor the manager knows how long it takes for a lead to close, from moment zero to the money in the account, the chances of him failing to reach the goal are enormous.

The manager can be associated with a sports coach sitting on the bench, and the salespeople are the players on the field. The coach is strategically watching the game from the outside while the players try to get the ball into the goal.

The strategy has to come from the coach, the coach, the manager who is watching the game and saw from the outside what can be improved in each player and in the team as a whole so that the team can score more goals.

The analysis of objections is also a very important factor for the manager. By looking at where the objections are coming from, which ones are most common, and how often they are, he can figure out where to get around that objection and when.

If the objection is arising at the wrong time in the customer process, the sales cycle is not good, and then you lose by timing because you don’t know your sales cycle.

The strength of the manager’s communication with the seller.

It is very important that the manager is able to communicate well with the team, the famous feedback.

The salesperson who masters the process, who follows the process as it was designed, and learns to master it, have a greater chance of success. When he “dominates the ball”, he dominates that moment and situation in the area where he is good and has control.

Whoever dominates the strategy as a whole is whoever is on the edge of the field, is the coach. If you’ve ever seen a sporting match, you’ve seen the coach talking to the players like “come over here, go over there”, because he’s seeing things from the outside that players can’t see inside the game.

Ideally, this conversation between manager and seller is daily and communication needs to be clear, where the seller understands “the rules of the game”. We know that in soccer the player cannot catch the ball with his hand. The seller, like the player, needs to know the rules of the game, what he can and cannot do within that area.

There are times when the process changes. For example: the customer is in the qualification phase and already wants to buy. The seller needs to master the area and understand that he can shoot for the goal and that he does not necessarily have to go through the other parts of the process. It is often necessary to leave the script. And to get out of the script, it’s necessary to dominate and have control.

#Challenge: I challenge everyone there to select these 3 most relevant indicators and tell people who not only selected, but who are using, and also tell if they are seeing results or not!

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