Last updated on
2024年8月5日
How do you handle sales forecast variances and discrepancies and explain them to your stakeholders?
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The first step to handle sales forecast variances and discrepancies is to understand what caused them. There are many possible factors that can affect your sales performance, such as market changes, customer behavior, competitor actions, product issues, sales team performance, and data quality. You need to analyze your data and identify the root causes of the variances and discrepancies, and how they impacted your forecast accuracy. This will help you adjust your forecast methodology, improve your data collection and analysis, and address any issues that may affect your future sales.
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It is important when analyzing causes to not be hunting for excuses. The sales channel of any organization needs to be accountable for results. With that in mind, I would always seek to differentiate those items which are controllable or external influence (harder to control). Initiatives can be put in place for overcoming internal challenges with solid coaching and follow up practices. External factors are an opportunity for your sales organization to work together and brainstorm/develop potential solutions. Either way, being able to adequately articulate what you are doing to overcome any gaps in sales results is critical.
The second step to handle sales forecast variances and discrepancies is to communicate them proactively to your stakeholders. You need to inform them as soon as you notice any significant deviations from your forecast, and explain the reasons behind them. You also need to provide them with an updated forecast, based on the latest data and assumptions, and outline the actions you are taking to mitigate the risks or leverage the opportunities. By communicating proactively, you can build trust and credibility with your stakeholders, and avoid any unpleasant surprises or conflicts.
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I would agree with this approach to communicating deviations quickly. Digging in earlier allows you to begin tracking to see if there are any trends which may be driving the sales gap.
The third step to handle sales forecast variances and discrepancies is to learn from feedback. You need to solicit feedback from your stakeholders, such as your sales team, your manager, your customers, and your partners, on how they perceive your forecast accuracy, reliability, and usefulness. You also need to monitor your key performance indicators, such as sales volume, revenue, margin, conversion rate, and customer satisfaction, to measure the impact of your forecast on your sales results. By learning from feedback, you can identify your strengths and weaknesses, and improve your sales forecasting skills and processes.
The fourth step to handle sales forecast variances and discrepancies is to review and refine your forecast regularly. You need to compare your forecast with your actual results, and evaluate the accuracy and validity of your forecast assumptions, methods, and data. You also need to update your forecast based on any changes in your sales environment, such as new customer needs, market trends, competitor strategies, product launches, or sales initiatives. By reviewing and refining your forecast regularly, you can ensure that it reflects the current reality and expectations of your sales territory.
The fifth step to handle sales forecast variances and discrepancies is to align and collaborate with your stakeholders. You need to ensure that your forecast is consistent and compatible with the goals and plans of your sales organization, your company, and your customers. You also need to collaborate with your stakeholders, such as your sales team, your manager, your customers, and your partners, to share insights, best practices, and resources that can help you achieve your forecast objectives. By aligning and collaborating with your stakeholders, you can create a shared vision and commitment for your sales success.
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Sometimes despite best efforts, creating actionable plans to overcome gaps, and focusing on the controllable routines, you're still coming up short. Even the best sales organizations can have this happen. What is important is to stay in communication with leadership and the broader organization about how this can be overcome in the long term. Covid was a great example. When March & April of 2020 arrived there was no amount of prep or sales routine enhancement that could result in meeting sales goals. It was insurmountable. We shifted to a strategy of staying in front of our customers on a regular basis to bring them updates on anything related to our products. It positioned us well for when the flow of activity began to resume.
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Lidar com varia??es e discrepancias nas previs?es de vendas exige alinhamento e colabora??o com os stakeholders. Primeiramente, assegure-se de que suas previs?es estejam em sintonia com as metas e planos da sua organiza??o. Colabore estreitamente com sua equipe de vendas, gerentes, clientes e parceiros para compartilhar insights e práticas recomendadas. Por exemplo, se a previs?o indicar uma queda inesperada, organize uma reuni?o com a equipe para analisar os fatores e ajustar estratégias. Comunique essas varia??es de forma transparente aos stakeholders, explicando as causas e as a??es corretivas. Essa abordagem colaborativa e transparente ajuda a criar um compromisso compartilhado em dire??o ao sucesso das vendas.
The sixth step to handle sales forecast variances and discrepancies is to celebrate and motivate yourself and your sales team. You need to recognize and reward the achievements and efforts that contributed to your forecast accuracy and results. You also need to motivate yourself and your sales team to keep improving your sales forecasting skills and performance, and to overcome any challenges or setbacks that may arise. By celebrating and motivating yourself and your sales team, you can foster a positive and productive sales culture in your territory.
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This is where leadership is of vital importance. When sales teams are challenged and falling behind they can become mired in hopelessness or just a general lack of enthusiasm. Those are negative impacts for any team. Sales teams are more primed for rejection than others may be if they are seasoned high achievers, but no team is invulnerable to a prolonged bout of challenges. In addition to all the strategies previously discussed, my advice is always fairly simple: go talk to your customers. Have a reason for calling, but more importantly, focus on the relationship and connect with people. It makes you feel better. When you feel better you can do your best work.