Page 138 - The Sales Acceleration Formula: Using Data, Technology, and Inbound Selling to go from $0 to $100 Million - PDFDrive.com

Figure 12.3 Daily Reporting of the Marketing SLA

The diamond line plots the ideal lead value generated from the first day of a
month to the last day of the month. The square line shows the actual lead value
generated each day. The Marketing team tried to keep the actual lead value as
close as possible to the ideal lead value. If the actual lead value deviated from
the ideal lead value in either direction, inefficiencies would occur. For example,
if the Marketing team started off really slowly for the first three weeks and had a
monster final week of the month to hit their lead quality goal, this created major
issues for Sales. In this case, Sales would be sitting around twiddling their
thumbs for the first three weeks of the month and then drown in lead flow during
the final week.

Conversely, if the Marketing team crushed the first week's lead goal and then
generated a slow trickle of leads for the rest of the month, the Sales team would
be in a lot of trouble, even if Marketing successfully limped to their SLA goal.
Sales wouldn't be able to keep up with the volume from the first weeks. Well-
qualified leads would get lost simply because the team couldn't follow up
quickly enough. Then, with lead flow drying up as the month progressed,
salespeople would be left twiddling their thumbs. Having the actual lead value
follow the ideal lead value as closely as possible represented critical execution,
especially as the team grew.

In order to enforce the Sales SLA, we created a dashboard called the “Do Not Be
on It” dashboard. This is a great example of “keeping it simple in Sales.” This
dashboard was simple. If a salesperson was on the dashboard, it meant the