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Gartner for Sales Leaders Maximizing SalesEfficiency: A DeepDive Into PerformanceMetrics Typical seller productivity metrics tell a limited story.They allow managers to gauge performance usingarbitrary targets but don’t reveal which success factorsreally drive individual performance. Comparativeperformance metrics enable chief sales officers tounderstand why top performers win. Steve RietbergVP Analyst Overview Key findings Recommendations •Sellers typically view their performance using multiple disconnectedlagging indicators but can’t see how these measures combine to drivetheir overall success.•Managers can’t effectively tailor coaching for the seller withoutunderstanding the correlation between single measures and overallproductivity.•Sales enablement and sales operations functions can’t objectivelyprioritize their efforts without knowing which activities have the greatestimpact on productivity. CSOs focusing on data-driven performance improvement must: •Define comparative seller performance metrics and compare individualsellers against peers to objectively identify success factors.•Coach sellers based on a holistic view of multiple indexed performancemetrics to improve seller understanding and motivation.•Analyze top performers’ activities to understand the real drivers ofperformance and prioritize enablement and operations efforts tomake the greatest impact on sales outcomes. Unfortunately, sales leaders often rely on intuition when deciding how toquantify performance and guide their managers’ coaching, especially sincethe drivers that move the performance needle in one sales role may bedifferent from another. Meanwhile, sales operations and sales enablementleaders also lack an objective method for measuring what efforts will havethe biggest impact on sales performance. CSOs who want to use sales analytics to improve the performance ofspecific seller roles commonly ask: •How can my sales managers be more objective and data-driven whencoaching sellers?•What observable behaviors separate my top performers from my lowperformers?•How should we use performance metrics to motivate sellers and drivebehavior change?•What seller needs should my enablement and operations teams prioritize? Finding data-driven answers to these questions creates a virtuous cycle ofperformance improvements as data-driven decisions guide planning andexecution, leading to new and refined insights and decisions (see Figure 2). CSOs who fail to base their seller performance improvement efforts in comparativeanalytics are essentially guessing at what seller actions and manager coachingwill lead to success. CSOs must stop getting lost in data, and focus sellers andmanagers on activities objectively proven to drive success. Introduction Going one step further, CSOs should deconstruct this definition of productivityinto measurable activities that they can combine to calculate value-per-time-period for that role. Chief sales officers (CSOs) currently prioritize the performance of threeroles — sales development representatives, key account managers and salesmanagers — to drive their sales organization’s success (see Figure 1).1Thekey activities that determine success in mission-critical functions differbetween roles. To improve the performance of any specialized role, CSOsmust arm their organizations with tailored analytics and insights. For example, if a sales development representative (SDR) is primarily taskedwith making calls to generate leads, then SDR productivity can be expressed asthe product of the number of calls made, the success rate of those calls and theeventual opportunity value that resulting leads contribute to the pipeline (seeother example definitions in Table 1). Tailor the Definition of Productivity by Sales Role There’s no universal measure of productivity among organizations and salesteams. Since responsibilities are specialized for each sales role, the definitionof productivity must be tailored to each role in question. Ideally, leaders shoulddefine productivity in value-based terms. How much revenue does a given roleaffect? Sales leaders should express productivity for each role in terms ofpotential or recognized revenue. By tailoring the definitions of productivity with supporting metrics for each salesrole, sales leaders provide their teams with a consistent method for evaluatingseller performance. This approach also provides sellers a very tangible measureof their individual impact on the business. Compare Individuals With Peers Using the Comparative SellerPerformance Index (CSPI) CSPI for Sales Productivity For a meaningful assessment of seller performance, sales leaders mustunderstand how sellers are performing against their peers. To enable thiscomparison, sales leaders must introduce a comparative measurement thatquantifies an individual’s productivity and supporting measures with respectto their peers. We’ll call this a comparative seller performance index (CSPI). A CSPI is calculated