Page 6 - Increase Your 2020 Sales

These data points act as “video” of how you or your people are actually performing. Using the
data and real time information allows you to make your coaching and practice sessions more
intentional. The practice time must be scheduled on your calendar and on your sales team’s
calendar. All salespeople must attend. This is non-negotiable.

2. Sales Probability Scorecard

The Sales Probability Scorecard is like the yard markers on a football field. The yard markers
give you a clear, definitive look at how much ground must be covered to score; or in the case of
defense, how much ground you have left to defend.

An effective Sales Probability Scorecard tells you what information you are missing and the
likelihood of closing a specific opportunity.

You may already use a tool or system like this in your sales organization that is meant to track,
collect, manage, and create movement in your sales pipeline. It may provide forecasting, and
(hopefully) increase sales. But if the sales enablement tool you are using isn’t built around
specific sales criteria, selling activities and a milestone-centric sales process, your predictive
capabilities are no better than a crystal ball for forecasting.

The milestone-centric sales process breaks down the step-by-step accomplishments required to
effectively create, qualify and close business. Normally, salespeople check off the major items
on their checklists accomplished in the sales process—like uncovering a compelling reason or
“pain”. An effective probability scorecard tool provides the salesperson with a list of secondary
objectives that must be accomplished. Here is an example of the first step identified in our
Effective Selling System and the required secondary objectives:

Uncovering Compelling Reasons: “The pain of not changing must be greater than the pain of
changing.”

• Compelling reasons are: “must fix” problems, rather than “want to fix” problems
• The result of not making a change has been monetized
• There is a “personal” reason why the problem has to be fixed
• The incumbent has been unable to solve the problem and the prospect can/is willing to
change providers

Checking off these secondary items gives the salesperson, and the sales manager, a more
complete picture of what has been addressed and what still must be uncovered. If the identified
secondary items cannot be discussed, everyone has a clearer view of the opportunity. Or the lack
of opportunity.

Your Sales Probability Scorecard should:

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