Lever 6 of 6 · Sales steering
Decide on deals, resources and profitability based on facts.
A useful pipeline helps you decide. We turn your sales data into decisions on which deals to pursue, how much time to commit and what sales really bring in, with tracking the team can maintain.
Electrical engineer · Solvay Executive MBA · 5 years at AGC
You may recognise these sales steering situations
The CRM contains deals whose next step nobody knows.
Forecasts change without explanation.
Reviews go through amounts without any decision.
Signed revenue hides unprofitable deals.
What the work on sales steering covers
01
Pipeline and decision rules
A shared reading of deals and the information needed to choose the next action.
02
Useful, adopted tools
Adapt the existing CRM to how the team works and make only the necessary data reliable.
03
Sales and economic indicators
Link deal progress, resources committed and contribution.
04
Reviews and continuous improvement
Reviews that lead to a decision, an owner and a date.
Deliverables
- Stage dictionary
- Light CRM configuration
- Dashboard linked to decisions
- Decision log
How to judge progress in sales steering
We track deals with a dated next step, inactive files, maintenance time and the gap between forecasts and orders over a horizon suited to the cycle. No arbitrary probabilities, and no indicators without an associated decision.
Frequently asked question
We already have a CRM, what is the point?
The work focuses on the rules, the quality of the information and how it is used. The CRM is not replaced as a matter of principle.
A useful question
“What observable fact justifies the announced order date?”
Think of a recent review that did not allow you to decide.
Is your situation closer to one of these?