I was helping update an assessment process for new sales
managers recently. One of the topics was
“forecasting”. In the world of
business-to-business, new business selling, sales forecasting is one of my
favorite topics. Not in a “favored” way;
more of an “amusing/cynical” way.
Having been an individual sales rep as well as roles in
sales management, sales operations, and sales leadership, I’ve played this
forecasting “game” from various positions.
I call it a game, because after all these years I believe
the four, foundational pillars of delivering on what sales reps have forecasted
are:
- Blind faith – we simply
believe we’ll win, until we’re told we didn’t
- A wide “funnel” – if one
deal pushes, we can still make our number with others
- Sand bagging – not every
month, but we all need an occasional breather
- And luck
Other than the wide funnel (which can be inspected)
leadership doesn’t warm to these other pillars.
They believe there should be an algorithm; or artificial intelligence
can be employed; or there’s some other scientific solution for forecast
accuracy.
I’m reminded of Mike Hoffman’s comments made in this March
2019 SBI article (link)
discussing private equity owned companies and the lack of forecast accuracy:
Weighted forecasts are
deceiving – What’s the difference between 45% and 50%? Have you ever won 45% of
deal?
SBI published a related article that same month (Link)
posing this question:
Is it the sales plan or the
sale people?
Some companies fire sales reps that miss their
forecast. I suppose they believe fear
improves forecast accuracy. “Who’s to
blame?” is part of the sales forecasting game, and it’s hard to blame bad
luck!
Blaming the people or the plan are two options I
suppose. For me, blame comes
after-the-fact. I advocate a more rigorous
approach, before-the-fact. It may not
alter the outcome, but at least I go down fighting.
I’m speaking of each sales rep reviewing the very next step
to be taken on every forecasted deal in their pipeline, every day. Daily? Every deal? Yes.
Plus, every sales manager viewing every deal forecasted from a “what’s
wrong with this deal” perspective. Finally, leadership inspecting deals in CRM
for (A) Who will sign the contract? (B) Has
anyone met with said Who to confirm that expectation? And (C) what is the date, time, and location the
highly anticipated signing ceremony will occur?
I know no one wants to miss their forecast. I also know missing forecast happens in the
real world frequently. When I realize
I’m going to miss my forecast – then what?
Do I succumb to what’s known in the trade as “happy ears” and pretend
I’ll make it? Do I succumb to fear and make
stuff up? (Which is easy to do today because managers get “happy ears” too.)
What should sales managers and company executives expect from
their sales reps? First, the truth. When it comes to sales forecasting, the only
thing worse than bad news is to be surprised by it.
Truth exists; only falsehood
has to be invented.
Georges
Braque
Second, to learn from it:
The truth, however, is that
virtually all well-established strategy models work well in some situations and
cause failure in others, so the real skill is less in knowing the strategy than
in sorting out the situations to which it actually applies.
Unknown Sage
We all know sales forecasting is a key business process. If we free ourselves from the fear of missing,
the four forecasting pillars become amusing in a cynical sort of way, true?
GAP
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