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Sales are crucial for lead conversions, customer retention and business growth and regular reviews ensure that your venture's sales performance is in check. With our Sales Review presentation, you can summarize findings from the year's performance and lay out the blueprint for a more productive and fruitful year ahead. An important thing to remember during this process is that, as Nelson Mandela put it, you never lose, you either win or learn.

Slide highlights

Use this slide to go over your company's or department's sales performance. To prep for this step, keep organized track of leads and deals, automatically generate the sales analytics reports and work closely with your sales team.

With this slide, discuss your key sales performance metrics. These may include monthly sales growth, average profit margin, sales target and opportunities, monthly calls and emails, customer lifetime value and other KPIs.

Go over prospects and new opportunities, using this slide. Some tips for sales prospecting are: create an ideal prospect profile; find ways to meet your ideal prospects; actively work on your call lists and focus on personalization.

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Customer Relationship Management (CRM) platform, Pipedrive, offers an eight-step guide to conducting a sales review:

  • Frame the retrospective as a positive event – remind your team that this review is about learning, not blaming; it's about the past and the future; this review is a safe haven where everyone involved can speak their mind without negative repercussions.
  • Discuss what went well – participants should be pushed to think beyond generalities and pin down specifics. Rather than settle for statements like "I made my quotas" or "I closed a big deal," encourage yourself and your team to dig deeper, the Pipedrive team says.
  • Discuss what went poorly – things don't always go our way, people make mistakes, and teams don't always meet their goals. The experts say: "Those that don't learn from history are doomed to repeat it, so make sure the history is accurately chronicled."
  • Cover all your bases – ask more prompting questions, like "In what industry were your biggest wins?" "In what industry were your biggest losses?" "How long did it take to separate the deals from the duds?" "What percentage of your monthly prospects led to won deals?" "What percentage went nowhere?" "Was your follow-up process as efficient as it could have been?"
  • Consolidate the answers – after discussing the successes and failures, consolidate everyone's answers and organize them hierarchically. Then decide which areas are in most and least need of improvement.
  • Turn the "What? into "Why?" – the first step toward improvement is to identify the root cause of any given gain or failure.
  • Establish what was learned – by now, the experts say, you and your team should be looking at a massive whiteboard filled with successes, failures and the root causes of those gains and failures. To fully establish what was learned, engage in a little linguistic rearranging.
  • Make an improvement plan – when the learnings are established, identify the actions people can take to improve their shortcomings. "If your team learned that by developing a more holistic understanding of the customer's needs during the initial conversation, they can increase the likelihood of obtaining a face-to-face meeting. One action they can take is to practice active listening," the Pipedrive team says.

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Expert advice

HubSpot picked over 500 selling experts' brains clean on selling tactics and practices. Here is what the sales gurus say:

Sean McPheat, CEO of MTD Training Group

"It doesn't matter what you think you're selling that counts. It only matters what the client thinks they are buying. In other words, see the whole sales transaction through their eyes and match what you offer to their wants, lifestyle, and their view of the world."

Zhelinrentice Scott, the SEO Queen

"Never sell with the goal of getting the money, sell with the intention of solving the problem or making the prospect's pain go away."

Steve Eungblut, Managig Director at Sterling Chase Associates

"Always sell to a compelling event and make sure that compelling event is a) the buyer's compelling event, b) fits with your timeline; and c) is not within the control of the buyer to ignore or change. Then plan the sale backward from the compelling event with the help of the buyer."

Steve Farmer, Associate Broker at Marc Austin Highfill Team, Exit First Realty

"Never make statements, always ask questions – preferably questions you know the answer to. This leads clients to draw their own conclusions and sell themselves, as opposed to being sold. Even when you're asked a question and you're unsure why they asked, it's better to clarify by saying, 'That's an interesting question; why is that important to you?' rather than diving in and flubbing the whole process."

Maria May, Licensed Real Estate & Life Insurance Agent In South Carolina Hilton Head Island Area

"Nobody cares how much you know until they know how much you care."

Bonnie Brown – President, BBI Marketing

"There are four levels of competency in sales. Level one is 'unconsciously incompetent.' At first, you don't even know what you don't know. Level two is 'consciously incompetent.' You become aware of your shortcomings and address them. Level three is 'consciously competent.' With careful consideration and thoughtfulness, you can be confident in your abilities to sell. Level four is 'unconsciously competent.' You reach a level where talking about the sale becomes second nature."

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