Math is relentless. Whether you are the President of the USA or the Pope, no one has the power to change the reality of the numbers. It doesn't matter whether you agree with the result of an equation or not, it won't change because you want it to be different. The narratives can be changed, but the end result will always remain the same.
In sales, this statement is also valid. However, the data culture in sales departments is slightly recent, which has led to an incorrect monitoring of these metrics by most companies today.
To avoid the wrong read of data, in this article we are going to show you some ways that can help you generate the correct Insights from your team's results (remembering that it is vital to have well-mapped business KPIs to do this work).
You can extract multiple insights from the analysis of conversion rates between these steps.
We get to know if the team is wasting leads, which salesperson is producing more, the stages that are the bottleneck of the funnel, among many other information.
This is the first relevant conversion to analyze within the business process. We know that MQLs can be either meetings scheduled by the Outbound pre-sales team, or hand-raisers from the end of the funnel coming from Marketing (Inbound).
A healthy benchmark for this KPI would be to stay above 40%. In the scenario where it is below this range, we work with some assumptions:
1. MQLs generated by marketing are not very qualified. It is necessary to increase the conversion bar;
2. Outbound's pre-sales team is "pushing" meetings without a good profile;
3. The sales professional is struggling to properly qualify the MQLs.
* Preferably, it is better to pay attention to the first two assumptions as they are at the beginning of the funnel.
1. Solution: On the marketing side, it is interesting to increase conversion attrition by asking more relevant questions on end-of-funnel conversion forms, for example.
At the same time, providing richer content can also help improve lead qualification.
2. Solution: In Outbound pre-sales, a SLA (Service Level Agreement) must be created - where before scheduling the meeting it is necessary to confirm several relevant information about the lead that show that the moment is really for purchase.
3. Solution: For the last premise, the answer is not so simple. There are some interesting actions that can be taken, such as;
The first option turns out to be the most practical. The manager has a limited time within business hours to track all calls and meetings, and, with the recording option, he can check anytime and better understand the scenario, thinking calmly about the paths to take.
Tools like Zoom and Google Meet have this functionality in their paid plans. For those who don't have a budget at the moment, an interesting and free option is Loom.
SQL is one of the most important KPIs for the sales department. It can be generated at two different times depending on the company's business model.
You can:
The first scenario happens in companies that work only with Inbound sales. The second occurs in hybrid models or only in Outbound scenario.
Once an MQL becomes an SQL, the sales team's goal is to convert it into an Opportunity.
This Opportunity lead can be either a forecast lead (in Outbound or hybrid model) or a submitted proposal (in Inbound). If this rate is below 50%, we proceed to analyze some assumptions:
Once an MQL becomes an SQL, the sales team's goal is to convert it into an Opportunity.
This Opportunity lead can be either a forecast lead (in Outbound or hybrid model) or a submitted proposal (in Inbound). If this rate is below 50%, we proceed to analyze some assumptions:
The solution to these problems is easy to understand, but difficult to implement:
First, defining what a forecast is for your company is essential and this must be done based on criteria that your customers usually close the deal. The ideal then is to have a formalized SLA about what an SQL needs to have to evolve and become an opportunity/forecast.
If many proposals are being sent to leads outside of the purchase timing, it is necessary to align criteria for submission with the team.
The same is true for SQLs generated within the Inbound process (when your pre-sales team works on a lead to make the initial qualification). If the pre-sales team is more focused on the volume of meetings scheduled for the salespeople than on their quality, the possibility for salespeople to return the SQL to the pre-sales stage should be open if it does not meet the minimum criteria for qualification.
This is the last conversion rate within the sales funnel. It represents the forecasts or submitted proposals that became new customers. It can range from 20% to 70%, depending on the quality of the opportunities. Below this range, there is a serious problem with qualification.
If multiple leads are forecasted and less than 20% closed, we know that the sales team is incorrectly moving leads through the funnel.
To solve this problem, it is necessary to formalize what a forecast is and prevent the team from forwarding proposals to all the leads that ask for it (only to those who are more certain of closing).
This conversion rate is very interesting to show the work of the sales team.
A salesperson who works several MQLs and closes very few is doing something wrong. Therefore, an interesting way to evaluate this work is to follow this KPI.
This rate is also excellent for comparing the work of different salespeople. If two have closed the same number of clients, it is interesting to know who has worked more MQLs.
The one that had a higher conversion is probably making better use of the leads at hand, wasting fewer MQLs.
The interesting conversion rate of this step will be around 4% to 10%. It is very difficult for this KPI to pass this range.
If it is higher, there are 3 scenarios to analyze:
The conversion rate between SQL for New Customers shows some of the salesperson's productivity in relation to the leads they are working on or have submitted the proposal.
It is normally between 10% and 30%. (Values above this range are unsustainable and difficult to maintain over the long term.)
Below are some possible scenarios for when the conversion rate is below 10%:
It is only possible to know if the salesperson is struggling to generate urgency and value by recording or tracking the meetings. In this way, it becomes easier to train the salesperson to enrich the speech and facilitate the conversion.
The same goes for the salesperson scenario that forwards proposals to poor quality leads. It is a good practice to determine in advance what profiled leads are, thus preventing proposals from being forwarded outside that target market.
Regarding timing, the salesperson needs to generate a strong commitment to the lead. It is normal for the buyer to delay his decision. Because of this factor, the salesperson must be clear and objective to understand if the lead is considering buying the solution or if he asked for the proposal just to end the meeting.
There is no point in evaluating several KPIs within your process and calculating them wrongly.
Structuring a sales funnel with clear KPIs is the ideal scenario to generate constant insights for the management and evolution of the sales process as a whole.
Due to the complexity of collecting this information correctly and constantly, having a tool that performs this work is essential.
If you want to know about a business reporting software that does all this work for you, and that can be integrated into your CRM in less than 1 minute (without the help of developers), talk to one of our experts and we will be happy to assist you!