How do you set these common goals?

[sakibkhan22197]

We use a combination of KPIs and OKRs to measure the performance of each area and the team as a whole. We focus on quantitative metrics such as customer retention, conversion rate and average contract value, but we also take qualitative aspects into account.

But what I can say is that our sales engine is the Holy Grail, it is what we spend more than 50% of our time on in our weekly follow-up conversations. Our Board of Directors also conducts around 70% of our conversations.

What is the status? How are we doing at the top of the funnel level? How are we doing at the conversion rate level? How are we doing with the customer retention rate? How are we doing with the customer expansion rate?

And all of this is analyzed, dissected, and leads to conversations that can start from how we are defining what an SQL is, to much more strategic conversations about where we want the company to go in the coming years. What objectives do we have? Do we want to go more upmarket, more towards the enterprise? Or do we want to go more volume-based? Do we want to have a more land and expand strategy? Or do we want to go for larger companies that start with larger contracts and that may then be more complicated to upsell? All of this has a huge impact.

With good KPIs, with good monitoring, we can predict how much the company will earn in one year or even two years. And that predictability has enormous value for all stakeholders.



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Generating all this information is a job in itself. I can only imagine what your KPI dashboard must look like!

Yes, the data part is critical because it can be an important guide, but it can also cause a lot of confusion. That's why we use two perspectives at the same time.

On the one hand, at the data analysis level, we focus on the larger numbers, such as the size of the pipeline, the conversion rate of that pipeline, the average contract size, and the gross and net retention rates, including upsells.

On the other hand, although it may seem contradictory, we also measure absolutely everything. Thanks to the digital tools available today, we can do so. However, this is another strategy: we measure everything, but we do not necessarily use all the data immediately.

When we need to better understand something, such as why the conversion rate has dropped, we can dig deeper into the data and perform more detailed analysis. This way, we can discover which seemingly unimportant metrics have a significant correlation with the bigger numbers.

It is important to find a balance between measuring everything, analyzing little, and, when we have doubts about the big picture, digging deeper into the data. This allows us to draw interesting conclusions and, from there, refine our approach, adapting it to the specific needs of our business and market.



In the end, it's about moving away from vanity metrics and defining ghana email list KPIs that truly describe each company's sales process. This interview has really been a masterclass . To close, tell us where Sales Layer is going now and what your next challenges are.

Today, we want to grow, grow, grow. But in a profitable and sustainable way. Just a year or two ago, the mantra in the software world was to grow at any cost, as money was very cheap and financing companies was easy.

Now money is no longer so cheap and efficient and profitable growth is sought. The goal is for companies to grow by using their resources efficiently, which represents an even greater challenge.

On the other hand, at the business strategy level, we already have an important position within our market segment. Now, our objective is to strengthen this leadership position. We are focused on technological alliance strategies, with the partners I mentioned a while ago. These alliances allow us to complement our portfolio of technological solutions with ERP, Supply Chain and e-commerce tools. Until recently, we did not have the resources or the need to work on these alliances so intensively.

What we are doing now involves a small internal revolution, because it means that our sales team can collaborate with the sales team of other entities, even of corporations much larger than ours, to work together on opportunities.

In a way, we are breaking something that already worked, to experiment with new things. This way of working can lead us to a process of continuous improvement where no one is comfortable and where we are always looking at what our limits are and what new business avenues we can find.