You’re a sales professional. What are the most important metrics you should be tracking?

Sempre quebre esses indicadores em algumas vis?es: -> cohort: será que leads que entraram em mar?o, por exemplo, têm um CV menor dos que os que entram em fevereiro? -> tamanho de empresa: em qual faixa você tá performando melhor? -> solu??o-foco: qual solu??o priorizada pelo lead tem o menos CV? e como você tá performance vis-a-vis essa métrica? -> canal: de onde vêm os leads que sua opera??o fecha mais rápido? -> e outros que forem relevantes pro seu tipo de venda. Isso tudo ajuda o/a vendedor/a a priorizar sua discuss?o de pipeline health check.

To know it's not just about the sale but building relationships with brand recognition always meeting your client's needs with 100% customer satisfaction.

you should be open to seminars and learn to adapt new methods of growth,without harm to your current flow.any sale should be of potential recruitment from your upcoming customers to your new clients,learn customer behaviour and retention,get closer to people,be visible everywhere with promos,advice online and instore surveys to see your customer demands and change.

In our industry which is Employee benefits and P&C product sales, often sales cycle length is 30-45 days, if the prospect is interested to engage with you.

?Qué tan útil es saber que el ciclo comercial dura 3 meses? Me sirve para anticipar el tiempo en el que convierto los clientes nuevos. Muy poco más. Dentro del ciclo de ventas debo separar los puntos claves; por ejemplo: contacto inicial, primera reunión, envío de propuesta, decisión. Una vez se tiene este detalle, medir los ratios de conversión entre un paso y el siguiente, y el tiempo en cada ciclo. Ahí si tengo información valiosa que me deja administrar el ciclo de ventas y aplicar estrategias para mejorar cada paso

Opportunity conversion rates are a critical metric in any sales team. That’s because when all is said and done, there are only three ways to increase revenue. 1. Grow the pipeline. 2. Raise the average deal size. 3. Increase your opportunity conversion rate. Of course, they’re all important. However, improving your sales conversion rates is often the quickest way to increase sales. So naturally, you want to measure the ratio. Not only that: Tracking conversion rates helps you understand how to improve individual salesperson performance.

Conversion rates measure how effective your sales team is at converting new leads into new customers. It's an important metric that has value to both sales and marketing, and both functions often use it to assess their strategies and the quality of leads coming in.

A high conversion rate indicates that your market research,sales strategies and target customers are in sync. By tracking conversion rates, you can evaluate the return on investment. By analyzing the conversion funnel, you can identify bottlenecks or areas where potential customers are dropping off, allowing you to make targeted improvements. By comparing conversion rates across different strategies, campaigns, or sales teams, you can identify best practices and allocate resources effectively. Tracking conversion rates allows you to continuously improve your sales efforts and drive better results. It's an essential metric for any sales professional!

A convers?o de vendas mostra de fato o resultado do vendedor, o que importa é a qualidade, atendimento com aten??o e foco em ajudar o próximo de fato, a velocidade é importante tb, mas a qualidade é fundamental.

Conversion rate 10% seems to be quite impressive as the market is overwhelming with the insurers and the immense no of brokers due to which customer has a lot more options which creates a healthy competition and good for end users.

This metric calculates the percentage of opportunities or deals that are successfully closed. It helps in understanding sales effectiveness and the quality of leads in the pipeline.

Win rate is directly proportional to your selling attributes which means you should learn how to sell, not to pressurize the client which improves your wining percentage and it very from each quarter based on your own efforts.

The question if too big / vague. They are all important and the best answer to the question is subjective and directly related to the current environment . Environment is always a critical factor in any analysis. Ironically, it is often then most overlooked factor! In this situation we can easily define environment as: The current sales and financial stability or lack thereof. What are the pertinent market factors. The key question is; What is the current # 1 business priority?

Una tasa de cierre es el reflejo de todo lo que ocurre en mi ciclo comercial. Empieza con el prospecto, que lleguemos a las empresas a las cuales le resolvemos problemas y a los cargos que toman las decisiones de compra. Un modelo de contacto por diferentes canales para lograr tener muchas reuniones con clientes nuevos. Un equipo comercial con las herramientas y preparación para llevar a un cliente hacia el cierre.

Aprimore a taxa de vitórias incentivando o aprendizado contínuo e a colabora??o entre a equipe de vendas. Promova a análise proativa das perdas para identificar áreas de melhoria e desenvolver estratégias mais eficazes. Encoraje o feedback dos clientes para ajustar abordagens e aumentar as chances de sucesso.

Average Deal Size: This metric calculates the average value of each sale. It's useful for understanding the typical value of your sales and can help in setting sales targets and forecasting revenue.

Average deal size in good SME EB segment is approx. AED 500K-800K in terms of gross premiums which consider to be healthy and for large corporate it varies.

Para los tickets medios, primero hay que hacer una segmentación y así separar clientes transaccionales y los clientes enterprise. Las cuentas muy grandes no son tan fáciles de medir dentro de un Avg Deal Size, se establece una piso y se que son empresas que de ahí para arriba tienen mucho potencial. En cuando a los clientes trasnaccionales, esta medida me ayuda a predecir ventas, y comparar clientes y sus comportamientos una vez los cierro.

Para incentivar um aumento no tamanho médio do negócio, foque em entender profundamente as necessidades dos clientes para oferecer solu??es mais abrangentes. Invista em treinamento para sua equipe de vendas, capacitando-os a identificar oportunidades de upsell e cross-sell. Além disso, promova uma cultura de negocia??o estratégica para maximizar o valor de cada negócio fechado.

No que diz respeito ao Tamanho Médio do Negócio, de fato se tem uma métrica relevante, tendo em vista que ela pode contribuir para o melhor entendimento de onde e como seus esfor?os empregados est?o gerando frutos para a sua empresa. Definir essa métrica com a Gerência da empresa é importante, pois ajudará a direcionar seus esfor?os na hora de delimitar os leads com os quais você irá engajar mais.

In simple terms, This measures the total revenue a business can expect from a single customer over the entire duration of their relationship. It helps in determining the long-term value of acquiring new customers.

Customer life time Value in case directly with insurer goes with 1 year at max and as a special case 03 years if the account is really working well however with brokers the lift time value goes beyond the insurer as it based on your after sales and trust with the client.

I don’t know how I could make it more clear. A customer for life, is a customer for life. Treat them as a guest and treat them as a friend and you’ll never lose them.

Para incentivar um aumento no valor vitalício do cliente (CLV), concentre-se em proporcionar experiências excepcionais e construir relacionamentos sólidos. Ofere?a programas de fidelidade, suporte proativo e personaliza??o para aumentar a reten??o. Além disso, busque constantemente feedback dos clientes para aprimorar seus produtos e servi?os, garantindo uma experiência contínua de alto valor.

This is a very important asset, your customer, once you have built a strong relationship with quality service, you will be guaranteed loyalty.

In my experience and thinking long term, customer satisfaction is the most important measure to track. Be mindful that CAS scores don’t always capture the sentiment of the customer experience. The best way to gauge the customer’s sentiment towards your product or service is in a face-to-face meeting.

A satisfa??o do cliente é com certeza ponto crucial para a reten??o; fideliza??o e propaga??o da marca através de outros clientes. Excelência em atendimento e presta??o dos servi?os é o ponto inicial de todo negócio.

?If you want to achieve all your goals, you must: ?1- Solving customers' problems first. ?2- Honesty when talking. ?3- Fulfillment of promises. ?4- Providing a service that exceeds expectations. ?Smart side skills: -Smile when meeting the client. -When receiving the customer, get out of the chair and start to welcome and shake his hand. ?-Communicate with customers and answer their questions outside working hours. ?-Don’t answer the mobile when you have a customer and give them full attention.

Kundenzufriedenheit ist am Ende der Schlüssel zum Erfolg und spiegelt sich in den Ergebnissen/ KPIs wieder. Sollte regelm??ig abgefragt werden und wenn m?glich Empfehlungsmanagement betrieben werden.

The customer's impression of the place leaves a positive impact on his psyche, which makes him a permanent customer of the place. He can personally promote the place among his circle of friends and can ignore many obstacles, whether temporary or permanent, to the place.

Employee Engagement. Nothing kills your P&L and Balance Sheet like disengaged employees. Not trying to be clever here. Over time, an organization will change its goals and targets based on the needs of the company. A fully engaged employee can/will adapt and evolve to keep your company moving forward. A disengaged employee will leave with change, headwinds and challenges. Turnover is really costly to financials and to your culture. Build a team of highly engaged people that love the work they do and who they do it for….and the results will take care of themselves!

Activities, not results. We all know results pay or don't pay the bills, but they don't tell the tale. Tracking your own activities (and team activities) to compare against what the revenue and profitability generated are and forecast to be is the key. For example, you may find a new sales rep knocking it out of the park for their first 6 months, only to learn that their pipeline looks bleak after they've signed their current rolodex. If there's not a structured net new prospecting effort, it's dying, not growing.

First how much commission can I make then reverse engineer how many deals and at what size you need to reach your goals. Second, look at what you're selling? Is it complex, time-consuming, require demo's? If so no bueno, find something else. Next, can you create strategic partnerships to send you an endless supply of your ideal customers who are presold and ready to buy? If not keep moving. Lastly does the client desperately need your thing? If it's a like to have, no bueno. Must be essential. If you get the who, what and how correct selling is effortless.

Leads, folks, leads are what it's all about. Without leads, believe me, you're not selling anything. You've got to build a pipeline, a tremendous pipeline, and follow the best, the most fantastic strategies to convert these leads into big, beautiful sales. Do this, and selling in any sector, any sector at all, will be winning like you wouldn't believe.

être persévérant avec les clients durs Souvent c'est là où il y à des difficultés qu'une occasion de faire de bonne affaire se trouve. Avec mon expérience sur 10 clients durs rencontrés au départ; 08 clients sont devenus très fidèles et m'aide à atteindre facilement mes objectifs et même au delà.