{"id":2656,"date":"2018-10-19T14:45:00","date_gmt":"2018-10-19T18:45:00","guid":{"rendered":"https:\/\/primaressource.enconstruction.website\/how-to-run-an-effective-sales-pipeline-review\/"},"modified":"2023-04-18T13:11:24","modified_gmt":"2023-04-18T17:11:24","slug":"how-to-run-an-effective-sales-pipeline-review","status":"publish","type":"post","link":"https:\/\/blog.primaressource.com\/en\/how-to-run-an-effective-sales-pipeline-review\/","title":{"rendered":"How to Run an Effective Sales Pipeline Review"},"content":{"rendered":"

Weekly sales funnel reviews provide a control and visibility into a company’s sales pipeline<\/span>. These days, it\u2019s extremely surprising to come across companies that have yet to adopt this indispensable practice!<\/p>\n

In fact, ignoring pipeline reviews or not running them properly is a huge disadvantage, both for sales leaders and for business executives.<\/p>\n

<\/p>\n

Why sale managers don’t conduct pipeline reviews?<\/span><\/h2>\n

As with the CRM, the pipeline review is sometimes associated with micromanagement. To me, this indicates that it isn\u2019t being used properly<\/strong>. Far from being a time to simply review opportunities, it’s instead an essential sales coaching<\/a> tool.<\/p>\n

Representatives will be motivated by these reviews, as long as they can count on the input of their coach to identify ways to speed up the sales cycle<\/a>.<\/p>\n

The 5 stages of an effective sales pipeline review<\/span><\/h2>\n

Here are five elements you should consider optimizing for your sales pipeline reviews with your representatives.<\/p>\n

    \n
  1. Identify the salesperson’s state of mind<\/li>\n
  2. Address objectives head on<\/li>\n
  3. Identify a success<\/li>\n
  4. Dissect a failure<\/li>\n
  5. Review critical opportunities<\/li>\n<\/ol>\n

    Identify a salesperson’s state of mind<\/span><\/h2>\n

    The primary goal isn\u2019t about the rep meeting their sales objectives.<\/p>\n

    Instead, the coach should focus on the representative\u2019s state of mind<\/strong> and degree of motivation<\/a>.<\/p>\n

    This is, without a doubt, what will impact the upcoming week. That’s why pipeline meetings should take place at the end of the week to review the week that just ended.<\/p>\n

    The sales manager will be able to act quickly on any negative feelings held by the salesperson, which could be damaging to the sales efforts.<\/p>\n

    \u201cHow was your week?\u201d<\/h3>\n

    This simple question should be asked at the outset, because the way the representative responds is very telling.<\/p>\n

    The answer can be very dynamic if their performance was satisfactory, or on the contrary, very sullen if they feel they weren\u2019t up to par. There may be a disappointment due to not closing a sale, irritation due to a problematic situation, anxiety about a meeting that went wrong\u2026<\/p>\n

    In short, the tone and choice of words are good clues for the sales managers to start coaching<\/strong>.<\/p>\n

    Sales objectives shouldn\u2019t be tackled right away, it\u2019s important to focus on the salesperson\u2019s mindset. In turn, this allows the sales leader to demonstrate empathy and to get closer to the salesperson.<\/p>\n

    Address the objectives head on<\/span><\/h2>\n

    Addressing more concrete things like meeting targets can only be addressed at this stage. Sales managers should discuss not only the sales indicators<\/a>, but especially those associated with the rep’s activities.<\/p>\n

    A rep’s weekly objectives can be defined several ways:<\/p>\n