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| You have probably heard it said your entire career: Sales is a numbers game. And so it is; however, if you want to effectively manage your sales team and help them grow business, drive revenue and outperform the competition year after year, you must decide right now what numbers are the most important to you, and how to communicate those numbers to your team so they understand why they are important and what to do with them.
This unique set of numbers are called Key Performance Indicators (KPI), and while the term KPI is thrown around all the time by sales managers, that doesn't mean it is always well understood. Does KPI refer to goals? Yes, but not only goals. Is it related to sales quota or forecasting? Sometimes, but not exclusively. Does KPI have something to do with measuring performance? Definitely, but it has to do with more than metrics. Just because you can measure it doesn't make it a KPI. In order for KPI to be useful, everyone must understand not only what is being measured, but why it is being measured, or else most of the benefit will be lost...
For the full article, | | Customer service professionals know the value of customer satisfaction surveys. More often than not, you will never know what a customer thinks unless you ask! Very few customers actually complain when something goes wrong; instead, they simply take their business elsewhere. Even fewer customers are likely to let you know when they are happy with your service. Customer surveys can be an important tool for your company to improve its products and services, and ultimately its bottom line.
However, properly conducting a customer satisfaction survey is not as easy as it sounds. In order for your data to be valid and useful, your questions must be formulated well and your methods of surveying must obtain usable information and reflect a reasonably accurate sample of the relevant customer base...
For the full article,
click here | | The modern workplace has become far more complicated and far more diffuse in the past few decades. Telecommuting, international commerce, far-flung business branches, virtual offices and frequent travel have introduced work environments where managers frequently have to manage individuals, and even entire teams, that they don't see every day, or possibly ever.
If your employees are in a different location, another time zone, or another country, face-to-face weekly meetings or office walk-bys are obviously not practical management solutions. How do you effectively manage individuals or teams that are located somewhere else?..
For the full article,
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