Forecasting Presentation


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Forecasting Presentation

  1. 1. Managing and forecasting with CRM Presented by: NOOR ALI 08/30/09 FORCASTING PPT NOOR TEAM NIGERIA
  2. 2. Why should forecasting matter to you? <ul><li>Revenue predictability </li></ul><ul><li>The impact of lower than expected revenue can be minimized if we get advance notice </li></ul><ul><li>Budgets are set according to revenue forecasts </li></ul><ul><li>Revenue growth and reliability in meeting forecast provides for continued support from our shareholders, partners for this quarter and beyond </li></ul>FORCASTING PPT NOOR TEAM NIGERIA 08/30/09
  3. 3. CRM, forecasting and you… <ul><li>CRM software allows users to track Opportunities from its initial stage as a “Lead” to the actual “Close” (order booked and shipped) </li></ul><ul><li>CRM is the Business Development Team’s for forecasting, tracking pipeline growth, analyzing trends and measuring sales cycles </li></ul><ul><li>You’re each driving the sales cycle and responsible for updating CRM to reflect the most current information about your accounts </li></ul>FORCASTING PPT NOOR TEAM NIGERIA 08/30/09
  4. 4. The importance of accuracy! <ul><li>Accurate forecasting is essential for a company to be successful </li></ul><ul><li>It is critical that all forecast as accurately as possible because of the cumulative effect (roll up) </li></ul><ul><li>If each account Sales Manager (4) erroneously forecasted an additional $100,000. It would add up to $400,000 in missed revenue </li></ul>FORCASTING PPT NOOR TEAM NIGERIA 08/30/09
  5. 5. Opportunity: % Probability to Close <ul><li>The Business Development Team uses the %P to Close modeled </li></ul><ul><li>. Account Executives may be required to use the Blue Sheet </li></ul><ul><li>10% 40% 70% 80% 90% 100% </li></ul>FORCASTING PPT NOOR TEAM NIGERIA 08/30/09
  6. 6. % Probabilities to Close <ul><li>0% </li></ul><ul><li>Exists in the universe above your sale funnel </li></ul><ul><li>Calling into the accounts, doing research to see if a OPERATOR has a need for our Products </li></ul><ul><li>At this stage, don’t look at the lead in isolation: </li></ul><ul><li>Paint the big picture </li></ul>FORCASTING PPT NOOR TEAM NIGERIA 08/30/09
  7. 7. 10% Probability to Close <ul><li>Initial Contact and Qualification </li></ul><ul><li>Identified a partner or operator requirement. </li></ul><ul><li>The beginning of the sale cycle </li></ul><ul><li>Still need to understand Business Case, </li></ul><ul><li>Needs and Cover Bases </li></ul><ul><li>Use “What do I want to get from this call” qualification question and try to find out as much as possible the person you are speaking with </li></ul>FORCASTING PPT NOOR TEAM NIGERIA 08/30/09
  8. 8. 40% Probability to Close <ul><li>Qualifying the Opportunity more extensively from a Business, Technical and Economical perspective </li></ul><ul><li>Business: Is there a business case? What business problem will be solved with our solution? What pain has prompted them to spend time evaluating our solution? What is their sense of urgency to take action? </li></ul><ul><li>Technical: Can their business problem be solved with our technology? Is it a good fit? </li></ul><ul><li>Economical: Where do they expect to see a return </li></ul><ul><li>on investment? </li></ul>FORCASTING PPT NOOR TEAM NIGERIA 08/30/09
  9. 9. 40% Probability to Close con’t <ul><li>Develop a needs analysis, and qualify that the customer is motivated to do something about these needs. </li></ul><ul><li>Ask for Requirements Doc or Scoping doc. Do they have their requirements defined on paper? </li></ul><ul><li>Qualifying and covering all bases . </li></ul><ul><li>Understand their purchasing process </li></ul><ul><li>Who is the Economic buyer – has will sign off? Who can say NO? </li></ul><ul><li>What process will be used to evaluate and validate the solution (e.g. vendor presentations, RFP?) </li></ul><ul><ul><li>Purchasing Rep contact </li></ul></ul><ul><ul><li>Time typical to complete the purchase req/PO at this organization? </li></ul></ul><ul><li>Competition identified – who? How are evaluating them? When ? Why? </li></ul><ul><li>Confirm budget and time when budget is available </li></ul><ul><li>Refine opportunity size + incremental business opportunities </li></ul><ul><li>Send additional documentation if needed </li></ul><ul><li>Involve other Haier departments or partners if needed (Execs, Legal, Channel Partners etc…) </li></ul>FORCASTING PPT NOOR TEAM NIGERIA 08/30/09
  10. 10. 70% Probability to Close <ul><li>Deliver quote/proposal (solution) </li></ul><ul><li>You know who the competition is and have addressed customer’s needs and know where our Solution stands. </li></ul><ul><ul><li>Haier solution is shortlisted </li></ul></ul><ul><ul><li>Focus on ROI </li></ul></ul><ul><li>Clear understanding of Business Issues/Challenges and how we will address and provide value/solution </li></ul><ul><li>Be able to communicate the ROI in a way that separates us from the competition </li></ul><ul><li>Have covered all Bases, and know the Buyer Influencers </li></ul><ul><li>Know their PO process </li></ul><ul><li>You know their signing process and who needs to sign off </li></ul><ul><ul><li>Or standard PO? </li></ul></ul><ul><ul><li>Haier Sales/Legal Process </li></ul></ul><ul><ul><li>Credit approval/credit app </li></ul></ul><ul><li>Review this process with Business head </li></ul><ul><li>Development </li></ul><ul><li>Timing to close = current quarter </li></ul>FORCASTING PPT NOOR TEAM NIGERIA 08/30/09
  11. 11. 80% Probability to Close <ul><li>Technical Decision Made </li></ul><ul><li>Have PO /or you are 99% you will get PO next day </li></ul><ul><li>Have method of payment from customer ready </li></ul><ul><li>Submitted Order Form </li></ul><ul><li>Timing to close = current quarter </li></ul><ul><li>Haier Finance/Legal may be reviewing PO/Contract </li></ul>FORCASTING PPT NOOR TEAM NIGERIA 08/30/09
  12. 12. 100% <ul><li>Opportunity Won and Closed in Haier CRM </li></ul><ul><li>Order has been shipped and paid for in full </li></ul><ul><li>Revenue is recognized by Haier </li></ul>FORCASTING PPT NOOR TEAM NIGERIA 08/30/09
  13. 13. Opportunity Expected/Actual Dates <ul><li>Always be conscious of Fiscal Calendar </li></ul><ul><ul><li>Entering wrong dates (Expected/Actual) can slip forecast out of desired Quarter/Month </li></ul></ul><ul><li>Update dates frequently </li></ul><ul><li>Most Forecast Reporting is Quarterly </li></ul><ul><ul><li>You are responsible for ensuring dates reflect correct time period. </li></ul></ul><ul><ul><li>When a new Quarter/Month begins, existing out of date forecast will not roll forward automatically </li></ul></ul>FORCASTING PPT NOOR TEAM NIGERIA 08/30/09
  14. 14. When to Update each Opportunity Information <ul><li>You are responsible for keeping all of your opportunity up to date </li></ul><ul><li>Forecast and Management reports are created based on this information </li></ul><ul><li>Move your opportunity from 10% to 40% to … as they progress through sales cycle </li></ul>FORCASTING PPT NOOR TEAM NIGERIA 08/30/09
  15. 15. TEAM AFRICA <ul><li>Welcome to the Team and Good Selling </li></ul>FORCASTING PPT NOOR TEAM NIGERIA 08/30/09