Sales forecasting is a crucial aspect of strategic planning for businesses of all sizes. It involves predicting future sales performance to inform decision-making, resource allocation, and goal setting. However, many organizations struggle with the accuracy and reliability of their forecasts. In this article, we’ll explore the benefits of implementing processes as the foundation of sales forecasting to drive business success.
Sales forecasting poses several challenges for GTM teams, including uncertainty in market conditions, fluctuations in consumer behavior, and the complexity of sales cycles. Additionally, inaccurate or outdated data, limited visibility into sales pipelines, and lack of collaboration between sales and other departments can further complicate the forecasting process.
To overcome these challenges, you (as the leader) need to establish standardized processes that inform the forecast. This process should include several key components:
Historical Data Analysis Example:
Find opportunity conversion rates and sales cycles over the past 2 years in quarterly chunks. Are these different when segmented by ICP, or product? If so, create baseline trend data for each relevant segment. You will use this data as a reference point when evaluating the current pipeline and making an educated guess about where you expect sales numbers to land this quarter.
Cross-Functional Context Example:
Did marketing run a program last Spring that generated 20 ICP qualified MQLs, which converted at 80%? If there’s another similar program planned this year, consider how this may impact your revenue and forecast accordingly.
Implementing a structured sales process will bring numerous advantages to your organization, particularly in terms of impacting the forecast and revenue. By establishing clear deal stage definitions, criteria for progression through each stage, standards for opening opportunities, qualification guidelines, and criteria for closed-lost deals, you can significantly enhance your sales forecasting capabilities. Here’s how:
Incorporating these elements into the sales forecasting process ensures that your organization not only improves the accuracy and reliability of your forecast but also drives sustainable revenue growth and business success. By establishing a structured sales process that aligns with forecasting objectives, you can make more informed decisions, optimize resource allocation, and achieve their sales goals effectively.
In conclusion, all of your GTM processes have an impact on your sales forecast accuracy. A repeatable process for sales forecasting is essential if you’re looking to drive business success in today’s competitive marketplace. By defining clear objectives, gathering and analyzing data, collaborating cross-functionally, and continuously reviewing and iterating on forecasts, organizations can make informed decisions, optimize resource allocation, and achieve their sales goals.
I suggest that you update the sales forecasts regularly, at least quarterly or as market conditions change. This ensures that forecasts remain accurate and relevant to current business realities. I’m not talking about changing your approach to finding the forecast (see above). I’m talking about updating the budget number you called for Q4 based on how Q1 and Q2 actually played out.
Improve collaboration by establishing clear communication channels, sharing data and insights, and involving relevant stakeholders in the forecasting process from the outset. Encourage a general mindset of curiosity across GTM departments. This can go a long way to foster a team environment where everyone is working towards the same goal: Revenue!
Common pitfalls include relying too heavily on intuition or gut feelings, neglecting to consider external factors and market dynamics, and failing to incorporate feedback and insights from frontline sales teams. Other plagues to forecast accuracy include lack of sales process standardization, and lack of collaboration and communication between Marketing and Sales.
You can measure success by comparing forecasted sales figures to actual sales performance, evaluating forecast accuracy and reliability, and soliciting feedback from stakeholders on the usefulness and effectiveness of the forecasting process. You need to keep track of your forecast accuracy on a rolling basis.
Commit to tracking the accuracy of your forecast on a rolling basis. For example: The forecast was 10% over in Q1, %20 under in Q2, 3% over in Q3 and 5% under in Q4. You can see that the margin of error has tightened over the course of the year. It’s you and your team’s job to uncover why. Did you get better at implementing your processes over the course of the year? Or were there factors in the later half of the year that made the task easier? Perhaps it’s some mix of the two. You can do this in a spreadsheet manually, in a BI tool, or in a forecast specific platform like Clari.
Sales forecasting is hard! Consider accuracy within +/- 5% to be great, while anything north of 80% is typically good. Your renewal sales forecast should generally be easier to nail down than new business. Set different success benchmarks for each forecast as tailored to your business.
Now that you’re tracking accuracy, you have a baseline to compare to if and when you decide to make changes to your forecasting process. But again, be SCIENTIFIC! Make only changes you can measure and ideally limit the number of changes made so you have a better chance of seeing the result of each change as it plays out in your forecast accuracy trends over time.