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Sales Management | Managing Performance | Managing the Pipeline

Managing your team’s sales pipeline is both an art and a science – and that’s why it’s one of the most challenging aspects of sales management. At the heart of this challenge are differing perspectives as to what constitutes a healthy pipeline.

Sales Management | Managing the Pipeline

Since the day the first contact management systems added features to enable Reps to keep track of their opportunities, there has been a constant struggle between manager and sales rep to keep the pipeline clean and “update the damn CRM.” Management wants a roll-up of their reps’ pipelines to enable better visibility and produce accurate forecasts, while reps are not motivated to spend precious selling time on administrative tasks and data entry that doesn’t help them close business.

Sales Management | Managing the Pipeline

For many sales teams, a full sales pipeline is reassuring. It means their salespeople have plenty of potential deals to follow up on and lots of calls to make. It gives them hope that many of deals will close before the end of the quarter. Yet, often at the end of the quarter, a good percentage of those deals haven’t closed— and everyone ends up disappointed. What went wrong?

Sales Management | Managing the Pipeline

On this episode, Mel Harding, VP of Product Marketing at Occulus, Inc. asks: Who's ultimately responsible for the sales forecast, the sales rep or the sales manager?   

Sales Management | Managing the Pipeline

On this episode, Warren Miller, Sales Director at One View asks: How many sales pipeline stages do you recommend in a CRM system and does the maturity of the business come into play? Watch this video to learn more about how to best approach pipeline management and three key steps to improve forecast accuracy.  

Sales Management | Managing the Pipeline

Forecasting can be a challenging task. As a Sales Manager, you're asked to look into the future, predict the probable behavior of numerous sales team members and countless customers, and commit “a number” to your management team.