What are the best practices for presenting sales performance metrics to upper management?

When presenting sales metrics to upper management, tailor your approach to their preferences. Focus on key, aligned metrics using clear visualizations. Provide context by explaining performance influencers and impactful events. Use benchmarking, highlight trends, and tell a narrative from past to present. Encourage interactivity and regular updates, connecting sales to financial impact. Keep it simple, avoiding unnecessary jargon, for an informative, easily digestible presentation.

ROI REVENUE Growth in % EBIDTA Net Sales vs Gross Sales Profit Margin Forecast Show strategy in a long term perspective, show that you know your number today and within 6 months, show that you know your team's numbers and show that you already know if you are going to achieve the forecast or no.

I guess mostly they care about the metrics they are involved in. CRO wants to know how much money you made and how much it costs to company. CMO wants to know how many touches you did before the sale and what were they, on which channel. CEO wants to see results. He doesn't want details at all. Your manager always wants to know why are so lazy and what were you doing in a presentation to upper management; and why you weren't working at that time. The head of Strategy wanted to know which channels gave the best conversion. You get the idea.

Effectively carrying KPIs requires presenting precise and pertinent information in a visually accessible manner. Analyzing results is pivotal for comprehending the current scenario and charting a course for achieving set goals or enhancing processes. Employ, data analytics tools like Power BI, and leverage AI for forecasting to streamline presentations, allowing more focus on strategic matters. This approach not only enhances presentation efficiency but also helps the organization in developing a strategic plan for future steps and forecasts.

This is probably the most important item on this list. You need to be able to create a narrative with your kpis that align with the journey the company has gone through. People too often assume that other people know exactly what they do and how they do it, especially leadership. Make no assumptions and meet them where they are.

Data are just numbers; they need to be analyzed properly. How do you measure your success? Compared to your colleagues or data from your competitors if available ? Did your management give you specific KPI to meet? Give a meaning to your data and detail the standard. Then from the analysis of your data together with your qualitative analysis, explain what has worked and why; versus what hasn’t and if it could be done differently or you would use your time to focus on successful actions. Add what results you expect for the next period given your new adjusted action plan.

I keep a "brag book" on myself to highlight my accomplishments. Sometimes, tech stacks change and don't transfer data, so I keep a separate spreadsheet of all my activity. I also meet regularly with leadership to discuss best practices, share ideas, and hold each other accountable.

I think the presentation depends on various factors: 1. The context of the presentation - who are you speaking to? sales director? C level? - what does this person like ? - how long is the meeting ? - how often do you meet with that person to review KPI? - why was it requested? Is it a regular update meeting with your manager ; a yearly review, is there a specific issue or focus point for the discussion (for example: company has decided to invest in your region, now the local GM wants to review all data to then present BD plan to CEO?) 2. How mature is your service/product on the market? - are you working on the launch of a new offer ? (Brand Awareness matters) - is your focus on growing the turnover with existing clients ?

Para apresentar métricas de desempenho de vendas à alta administração, é necessário alinhar as métricas com objetivos estratégicos, simplificando a apresentação com destaque aos indicadores cruciais, e focada em resultados financeiros, estabelecendo uma cadência regular de apresentações, e reconhecendo, quando preciso, as conquistas e desafios, permitindo interatividade e comunicação estratégica. Essas práticas costumam resultar em compreensão clara e uma avaliação informada do impacto das estratégias de vendas nos objetivos organizacionais.