No matter how carefully you try to select and train managers, there is still a human factor, and therefore everyone works very differently. Take a closer look at who is more successful and who is slowing down. Maybe a person has great potential, but shows weak results because he is not working with his industry? Analyze who feels more confident where, and distribute employees so that everyone in their place can show maximum efficiency.
Calculate the length of trades closed with a negative result
A very important indicator is japan email list the time spent on the implementation of deals closed negatively. If their cycle is long, then most likely the managers did everything they could. And if it is too short, then perhaps there are some shortcomings here.
Compare clients attracted from different sources
After all, you attract clients from everywhere, from social networks, through affiliate programs, etc. And they are all different in terms of loyalty and willingness to buy. This means that the transaction cycle will always be different. Therefore, the source of attraction must be entered into the CRM, calculate what transaction cycle each advertising channel provides and use this information in planning the work of marketers.
Compare the sales cycle for different products
Analyze which of your products or services sell quickly and which not so much. Perhaps you will find a product with a small margin, but the costs of implementation (time, sales force efforts, material resources) are quite impressive. Or, on the contrary, you will find a product that sells quickly and gives an excellent margin. So, it is for this product that you should try to speed up the sales cycle by investing more in promotion.
Keep an eye on how your sales cycle is changing
Monitor the indicators regularly, systematize them so that you can look at them and understand the situation at any time. If the duration of most transactions is no more than 30 days, then this should be done at least once a month. This approach will help to quickly detect weak points, plan the work process, and identify new development paths. It would be good to present the indicators for everyone to see, for example, on a dashboard. This makes it easier to study them, use them in joint discussions, and solve pressing problems.
Set specific KPIs
Once you have identified the factors that influence your company's performance, start to plan your transaction cycle performance indicators in a targeted manner, taking into account the specifics of the work of different departments and specific managers. In some places, transactions should really take quite a long time, while in other conditions this is simply unacceptable.
Try to model how sales might affect profit volumes.
For example, if you speed up the sales cycle, make it 5 days shorter — how much will the number of closed deals increase? Or if you reduce the length of each cycle by 1%, how will this affect the margin? To calculate, you need to know the main sales indicators and use modern modeling tools. For example, a sale for an average check of 500,000 rubles lasts 60 days, the costs of daily support of the process are about 500 rubles, the cost indicator is 60%. Then, if you make the cycle 7 days shorter, this will give a 2% increase in marginality.