What is KPI. KPI: key performance indicators and practical system of personnel motivation

Hello, friends! Have you ever thought that almost any area of ​​business involves sales? Every minute of its existence, any company strives to increase profits. This is achieved through the sale of goods, services, manufactured products, information - everything can be sold! To evaluate sales effectiveness, you need to use KPIs for the sales manager. It is the performance of managers that determines how successfully and quickly the company increases its momentum.

Today I will tell you:

• why implement a KPI system for managers;
• what indicators need to be assessed first;
• how to organize effective work sales department;
• how to monitor results;
• how to evaluate the obtained indicators.

What are KPIs in the sales department?

KPI are key performance indicators that are designed to serve the achievement of the organization's strategic goals.

This system is very effective and has been used in the West for a long time. Like everything else, it came to us relatively recently, but has already gained great popularity due to the impressive results achieved from its use.

This mechanism can be applied to various departments of the organization, such as the personnel department, quality control department, development department and so on. We will talk about KPIs for salespeople.

First of all, we note that the most global indicator is the money that a manager brings to his company. However, not all so simple. This fundamental factor can be made up of various key indicators. Below we will look at the most important of them.

Why implement a KPI system for a sales manager

Sales managers are not a position where you can just sit through the hours and not worry about pay. This profession requires great dynamics from a person, speed of decision-making and absolutely does not tolerate laziness.

The implementation of the system allows:

1. motivate employees to achieve their goals;
2. establish the relationship between the formed plan and the real state of affairs at each moment in time;
3. see the results of the work.

The most important KPIs for a sales manager

A specialist must be assessed according to various key indicators. Below I will list the most significant of them.

No. 1 Profit brought to the company

As noted above, profit is the most key and important factor in assessing a manager’s performance.

It is worth examining this concept in more detail.

If you read the article about KPIs in Internet marketing, you should remember that profit is not equal to revenue.

Profit= Revenue received – (Product cost + All possible additional costs)

At the same time, the profit from the same revenue can be completely different.

For example: one employee managed to sell products for the same amount as another. At the same time, the first one spent 20% less on additional costs. It is logical that the company made a large profit. Therefore, the KPI of the first employee is also higher.

#2 Average transaction value

It is also called the average check. The indicator directly affects the enrichment of the company.

Two employees can make the same number of transactions per month. The average bill for one will be an order of magnitude higher than for the other. Thus, there is no need to talk about equal efficiency - after all, the income from sales of one of the managers will be greater.

The average cost is best measured when a sufficiently large number of transactions have been made. Then the picture will be more accurate.

No. 3 Number of potential clients attracted

The KPI system for sales managers also includes such an indicator as expanding the client base. Attracting potential customers and working with them plays an important role in the process of selling products.

Performance is taken into account. That is: first, the contact must take place, second, the contact that has taken place must have a result.

The indicator will consist of the number of effective contacts and the actual replenishment of the potential client base.

#4 Converting potential clients into buyers

Example: You've talked to 1,000 potential clients and presented them with a sales proposition. 54 clients agreed to the purchase and asked for an invoice. Then the conversion is: 54/1000 * 100% = 5.4%.

The specialist who has a higher percentage has a higher indicator.

No. 5 Accounts receivable

The ability to sell is not all that a manager needs to know. It is very important to get payment from the client.

In practice, things with payment do not always go as smoothly as you would like. Therefore, the employee must competently and timely contact the client, diplomatically but persistently forcing him to pay.

When the reporting period approaches, this factor is seriously taken into account. After all, the company does not benefit from unpaid bills.

#6 Number of repeat business

This takes into account repeat transactions with existing customers.

Everyone knows that older customers are more loyal, easier to sell to, and more willing to spend large sums.

Working with your existing customer base should be a priority no lower than finding new customers. Therefore, this KPI is also of great importance.

Organization of an effective sales department

If the KPI of the head of the sales department is high, then most likely he will be able to help improve key indicators for his subordinates.

In addition to the fact that sellers should be selected who are energetic, ambitious and stress-resistant, the work process should be properly organized.

Within the department, a regulated schedule and certain rules must be followed.

Managers must be fluent in sales scripts and repeat them daily. If a department employee does not know the scripts, then he should not be allowed on the phone until the scripts are learned.

A person needs to understand that the time spent on studying is directly proportional to the decrease in his personal income. The more profit the manager was able to bring to the company, the more his wage in the current month.

In addition, the actions (or inactions) of the employee must be recorded and monitored. It is not enough to simply report the calls made. The result for each of them should be reflected.

In the control process, CRM systems are simply irreplaceable, which are increasingly used in enterprises.

Every day at a certain time, the manager must send a report on the work done.

The sales manager adaptation system should occupy a special place in the company. Newly arrived employees can be quite good professionals, but a new place of work always has its own nuances that you should get used to. The faster the company manages to adapt a new specialist, the faster he will bring it profit.

KPIs for sales managers should also be calculated and evaluated along with those of managers.

Examples of KPIs for a sales manager could include indicators such as sales revenue, sales volume through new channels, external client satisfaction, and much more.

Remember, each manager can have his own sales plan, but the KPI requirement should be the same for everyone.

You should not set the key indicator less than 10%.

And one more piece of advice in conclusion. To motivate an employee to work more productively, familiarize him with the formula according to which his salary is calculated.

Bonus formula= Salary (main part) + % of turnover *(weight KPI1*KPI1 + weight KPI2*KPI2 + weight KPI2*KPI2);

Each indicator has its own weight.

Example: KPI1 – fulfillment of the sales plan has a weight of 50%

Sales less than 50% = 0

from 51-89% = 0.5

The plan is 60% completed,

then the weight of KPI1*KPI1 = 50% *0.5.

Knowing the weight of each key indicator and the percentage of completion, you can easily calculate the bonus amount.

Having seen clearly how much one can earn by working efficiently, the employee will have a good incentive.

I will end today’s post on this optimistic note.

Implement KPIs for the sales manager and let everyone benefit from it.

How to build a payment system in the sales department? The motivation of sales managers is of interest to almost any manager of a commercial company. Unfortunately, there are a number of common misconceptions in this area, and the most harmful of them is that the most effective motivation in sales is a commission scheme, i.e. percentage of sales. Therefore, half of this post will be devoted to how NOT to do (), and the second - how to actually do it.

It should also be said that any commission scheme is easily expressed through a KPI bonus. For example, if you pay 2% of revenue with average sales of 500 thousand rubles, then you can organize exactly the same dependence through a bonus. To do this, you need to set a sales plan of 500 thousand rubles. (the minimum standard in this case = 0), and the planned bonus amount is 10 thousand rubles. The actual premium should be calculated using the simplest formula, multiplying the planned premium by the degree of plan fulfillment (fact/plan). Then, for any sales, the manager will continue to receive 2% of the revenue. The only difference is that the bonus scheme is much more flexible. Firstly, if average sales increase to 1 million rubles, and you want to pay 15 thousand for it, not 20, then in the commission scheme you will need to reduce the rate, and this is a change in the fundamental working conditions. In the bonus scheme, for such a change it will be enough to increase the sales plan for the next period. Secondly, in the bonus scheme, the minimum sales rate is easily introduced, which is necessary for professional management of the sales process (see). Thirdly, in a bonus scheme, it is easy to supplement revenue with other KPIs that are important to you by setting a planned bonus for each of them.

The question remains open, which KPIs to use to motivate staff in sales. In general, this, of course, depends on the specifics of the business and your sales strategy. But there are also some theoretical models, as well as practical studies on this topic. Thus, sales personnel incentive specialist D. Sicelia identifies 4 groups of commercial KPIs:

1. Output indicators:

• Revenue indicators, amount of concluded contracts, etc.
• Indicators of gross profit, marginal return on sales.
• Sales indicators in physical terms (pieces, tons, hours, etc.).

• on the product (for example, the share of products of a certain range in the portfolio, the speed of introducing the target product to the market, the share of cross-selling, etc.);
• on clients (number of new clients, retention of the client base, number of target clients and their share in the portfolio);
• on orders (order size, contract duration, number of items in the order);
• on pricing policy (average cost order or receipt, the share of sales without a discount or the average discount from the price list).

• Customer satisfaction, which can be measured by reviews, number of complaints, or best by regular customer surveys;
• Customer commitment, which is usually assessed by prolongations, consistency of purchases, the share of the seller’s company in the customer’s purchasing portfolio, etc.

• Costs of attracting a client (for example, entertainment expenses per attracted client);
• Distribution channel efficiency (for example, distribution channel margin, the ratio of entry costs and use of a channel to revenue or margin from a given channel);
• Staff performance indicators (for example, percentage of salespeople meeting quotas/sales plans).

[Cicelli D., Sales Compensation, 2005, pp. 44-45]

Good luck motivating your sales team!

Results of implementation and motivation of personnel in the sales department

Of course, each company has its own experience and methods of doing business, which are quite likely effective and progressive, so if you achieve your goals, then there is no need to change anything. It is also unlikely to be implemented KPI for sales manager in a small enterprise where the number of employees does not exceed 30 people and the manager always has the opportunity to meet with everyone once or twice a month, clarify goals and adjust ways to achieve them.

Key Performance Indicators (key performance indicators, KPI) is a system that gives a company the opportunity to assess its condition, helps in analyzing the implementation of strategy, and also allows monitoring business activity employees in real time.

The implementation of a KPI system will require serious time, emotional and physical effort on the part of managers. Objectively, you will encounter mistakes and miscalculations, possible demotivation of employees and even dismissals. To carry out changes, the efforts of one leader are not enough; there must be a team of like-minded people ready for change. Therefore, if such a team cannot be formed, then there is no point in starting changes.

KPI for sales manager

In 2010, the management of our company decided to introduce KPIs in the sales department in order to make the flow of funds and growth of the company more predictable. There is an objective need for this, since the simple question “What sales forecast for the next 2-3 months with a 75% probability of fulfillment can the commercial department give?” managers could not give an answer even after an hour. All the work was unpredictable, and the main task that the company had to solve was to achieve a planned economy.

To understand whether it is necessary to implement a KPI system at your enterprise, you can apply simple diagram making management decisions - analysis and assessment of the pros and cons (Table 1). By pluses we mean the advantages of implementing the system, and by minuses we mean disadvantages. A prerequisite for work at this stage will be the justification of the assessment points, on which the need for the implementation of a particular criterion is based. If a criterion is important in terms of advantages or disadvantages, then we evaluate it with one point. If the organization has already implemented processes related to benefits, or these benefits are not obvious, then we evaluate them with zero points. We also give zero points to shortcomings if they are not critical for the organization or can be compensated for. Next, we sum up the points of benefits and losses and compare them with each other. Changes are necessary for a company if the advantages outweigh the disadvantages at least twice.

Development and implementation of the KPI system

The task of developing and implementing a system of key performance indicators for a company clearly falls within the definition of a project, and in this case, the first step is the formation of a project team. The process consists of ten consecutive stages (figure).

Work in the first five stages is based on the principle of cause-and-effect relationships: achieving the organization’s goal should be a consequence of achieving the goal by each employee. In fact, after the fifth stage, we receive a draft KPI for each participant in the process, since these are the work results that we want to achieve and which lead to the achievement of corporate goals. When determining the goals and objectives of each employee, it makes sense to request information from the field about exactly how and with what tools this employee will contribute to the common cause. This approach would make it possible to implement KPIs with less time loss and smooth out the negative reaction of the team to the transition to the new system.

At the next stage, it is necessary to adjust the company’s business processes so that they maximally facilitate the implementation of the required actions. At the same time, it may turn out that for various internal and external reasons (lack of resources, lack of employees with the required level of knowledge and skills, industry development) the required business processes cannot be built or the costs of their implementation will be incommensurate with the result. In this case, at the sixth stage we return to initial goal, we correct it and go through the first five stages again.

The seventh stage is the development of a system of employee motivation. It is important to remember here that remuneration and other tools (bonuses, non-material incentives) should direct each team member to perform actions and solve priority tasks for the company.

At the next stage, when conveying the essence of the changes to employees, it is important that the majority of them are involved in the implementation of active changes, otherwise even the best of the developed systems will forever remain on paper.

Last stages- implementation and receiving feedback.

The system can be launched in test mode for two to three months with a gradual transition to full operation either throughout the company at the same time or in individual departments. Of course, to maintain the relationship of goals between various services It is preferable for all enterprises to start at once. But if you decide to start with leadership units and gradually adjust other departments to them, then you need to understand that this approach can only be implemented in client-oriented companies that offer the client the maximum of what he needs, and not what they can do. In this case, it is worth starting from determining the KPIs of the sales department according to the scheme described above, but at the third stage it is necessary to create the requirements of the commercial service for other divisions of the company according to indicators interrelated with them.

Whichever path you choose, once the system is launched, project team members should regularly collect information about any deviations from planned changes and the reasons for such deviations. And based on monitoring data, carry out a monthly “fine-tuning” of the entire system and once a quarter evaluate the correctness of the constructed cause-and-effect relationships.

KPIs in the sales department: mistakes and pitfalls

Setting unattainable goals. Of course, the organization’s goals should contain a challenge, but unrealistic goals can stall the entire system and even discredit the very idea of ​​KPI (the probability of achieving the goal should be at least 70–80%).

Inconsistency internal indicators employee and department indicators. For example, if the required assortment includes many low-margin products, then the sales manager’s indicator “achieving sales complexity (sales of a certain assortment) for 25% of customers” may conflict with the indicator “achieving a marginal return on sales of 20% in 2012.”

Unnecessarily complicating indicators. Creating the perfect KPI can take a long time, but developing simple metrics would be much faster. There is always room to improve any system.

Too many indicators. It is believed that a person is not able to control the execution of more than seven processes (±2) simultaneously. You may not agree with this, but when you first implement a KPI system, you can set from three to five tasks to an ordinary employee, and from six to eight to a manager. In the future, when the system is fully operational, the number of tasks can be changed in one direction or another depending on the specific capabilities of each employee. For example, today in our commercial department The sales manager has five KPIs: sales volume, new clients (buyers), cross sell with up sell, search and support of complex projects, holding (organization) of technical seminars.

Development-related performance indicators are missing. The main task of the company's managers is to ensure its profitability in the long term (unless, of course, the goal is “even a flood after us”). Therefore, there must be KPIs related to both operational and strategic goals. For example, the head of a department has the indicator “establishing friendly informal connections with Y clients,” and the sales manager has the indicator “conducting N training seminars on the product for employees of regular and potential clients.”

Implementation of a system that is incomprehensible to employees. Most employees are afraid of changes and initially see them as a risk of reducing their own income. Get feedback and resolve most of the issues before implementation begins.

Absence simple mechanism calculating the achievement of KPIs for an employee. The complexity of calculating KPIs can negate the positive effect of implementation. If an employee cannot independently assess the degree to which KPIs have been achieved in real time, the system will not bring the expected result. Today, at the end of the month, each of our employees is sent a KPI plan for the next month. In this way, he is mentally prepared and adjusted to work, he understands and knows what he must achieve. At the initial stage, the plan was sent out in the early days current month, and the specialist lost “tuning in to the goal”; he needed time to adjust.

Lack of a mechanism for supporting the KPI system on the part of managers. A decrease in attention from management will convey to the company’s employees the idea that all this is not very necessary and is not important. Therefore, it is necessary to soberly assess in advance your readiness for time and material costs at the initial stage, your determination to complete the transformation and support it in the future. Implementing change also requires a certain amount of will and determination. The well-known principle “the severity of laws is compensated by the non-compliance with them” cannot be allowed to be realized.

Results and staff motivation

A high-quality KPI system should contain as many built-in automatic incentives as possible that ensure employees pay attention and put their efforts in the right directions.

Nowadays, the most common and effective motivation tool remains monetary reward. However, we must not forget about intangible methods (challenge cups, pennants, flags, boards of honor and achievement of results, announcement of oral and written thanks, publication of employee achievements in internal communications (newspaper, website), professional competitions, participation of the best in working groups on changes and maintaining the functionality of the KPI system).

1. There must be a clear, transparent connection between the bonus and KPI for the employee. The total amount of the employee’s income needs to be divided into parts, one of which will be related to the achievement of KPI. It is important to remember here that any system that allows for double interpretation of results will demotivate the team.

2. Bonuses should be associated only with those indicators on which the employee can have a direct influence. It is clear that the increase in the overall level of payment in the organization is also associated with an increase in net profit. And although each employee directly or indirectly influences changes in the company’s profit, you still should not associate the KPI of a secretary or a loader with the net profit.

3. The weight of a specific KPI should correspond to the size of the bonus for its achievement. The goals that one employee faces may have different importance for the company, which must be reflected in the amount of the bonus for achieving a particular KPI. If the bonus for achieving one indicator is 1000 rubles, and another 100 rubles, then the employee is more likely to achieve the first indicator first.

4. The premium must be significant. The bonus for a specific indicator should be tangible. Otherwise, achieving this indicator from month to month will be limping. An amount of at least 5% of the employee’s income is essential.

For example, by introducing the weight of task 1 for sales volume at 20%, we received an underfulfillment of the plan, since managers focused on completing another task - conducting technical seminars (as easier to complete). It was necessary to make an adjustment and increase the weight of the sales task to 40% to achieve balanced indicators.

1 Each task assigned to an employee has its own weight in percentage, the sum of the weights of all tasks is 100%. The planned KPI indicator is a guideline for normal operation, but overfulfillment is reflected in bonuses. The allowance can also be calculated with a reducing factor.

KPIs for sales managers

Let's summarize the information received and develop KPIs for the sales department. As an example, consider a wholesale trading company whose main goals are to increase market share, increase profitability and increase the number of customers. The clarification of the company profile is made to use specific terminology: sales, shipments, outlets (Table 2).

The table shows options for possible KPIs aimed at achieving one or more organizational goals. Specific set A KPI for an employee should cover all the goals set for him, but not be redundant (an indicator for each goal is sufficient). Also KPI indicators can be interchangeable. For example, if the head of the sales department does not have access to information on sales margins, instead of the indicator “increase in the marginal income of each department employee by 40%,” you can use the indicator “increase in revenue for each department employee by 40%.” Or for an active sales manager, the indicator “fulfilling a personal sales plan” is interchangeable with the indicator “ensuring a sales increase of 25% compared to the same period last year.”

In conclusion, I would like to remind you once again that the KPI system imposes serious obligations and requires additional emotional and physical effort and time from management. It is naive to believe that KPI after launch will turn into a perpetual motion machine. This is an inertial system, which is constantly affected by the force of friction and to which managers are obliged to constantly provide energy. Ready? Then don’t hesitate, go for it.

KPI assessment of sales managers

Kirill Tikhonov, Director of the Department for Development of Small and Medium Businesses, Promsvyazbank

Assessing the work of managers using quality KPIs makes it possible to assess the potential of each individual employee and possible ways development of his career. We have built our own process for determining efficiency, which allows us to accumulate information and make management decisions.

The motivation system for employees who directly interact with customers includes a quality coefficient - an integral indicator that is calculated according to a certain algorithm as a result of checking the point of sale. It depends on how the manager greeted the client, whether he offered additional services, and so on. If this ratio falls below the minimum acceptable value, for example 90%, the employee's bonus is adjusted. Of course, such an approach motivates in terms of improving the quality of consultations and service.

We also regularly interview existing clients, for example, on issues such as their satisfaction in cooperation with us on foreign exchange transactions, lending and other banking products. This assessment enables us to identify strengths and weak sides employees, select the necessary training programs for them, and determine prospects for further development.

Kpi of a sales manager: the essence of an economic term + 5 main indicators with examples + 3 cases when you should forget about it.

Sales is one of the most dynamic areas of modern business.

If you don’t play the fool and don’t “click your beak”, here you can quite earn money not only on bread with caviar and classic all inclusive in Turkey, but also on your own square meters downtown.

All that remains is to figure out how to evaluate the effectiveness of your work so as not to stray from the righteous path of earning money for an apartment or a brand new Lexus.

This is exactly what it is intended for sales manager kpi.

Sales manager KPIs: no need to be afraid. It's just a term!

Kpi (Key Performance Indicators) is a tool that is used to assess whether you have achieved your business goals, that is, key performance indicators of your activities.

And so that it doesn’t sound so intimidating, we suggest looking at the examples in the table:

But if the indicator invented by your bright head busy with sales is in no way aimed at achieving the goal, then it cannot be called the KPI of a sales manager.

It is the establishment, timely revision and control of goals that formed the basis of the “Management by Objectives” system.

Thus, in Russia, about 80% of top managers are dissatisfied with how the results of the work of the company as a whole, its individual structures and employees are assessed.

In the USA there are at least 60% of such managers.

The implementation of KPI for a sales manager allows you to form a clear relationship between:

• planned sales and actual state of affairs.
• You can’t argue against the numbers indicating that you were “fooling around” last month, as they say. Be prepared to face the truth!
• motivation and work results.
• If you know that a meeting with a nasty, but very necessary client promises you a solid bonus for the New Year, this will give lightness to your step and the strength to smile at “bearded” jokes.

5 most necessary KPIs for a sales manager: you can’t go anywhere without them!

Sales Manager KPI #1: Profit.

You don't need to be a genius to include this indicator in the list.

But not everything is so simple!

After all, the terms “revenue” and “profit,” as they say in Odessa, are two big differences.

AND we're talking about specifically about the profit that the company receives after deducting all costs, and not just the amount received for the goods in cash or to the company’s bank account (revenue).

For example, sales manager Vasily sold slippers worth 400 thousand rubles.

But at the same time he took technical department for 100 hours to perfect shoes for a new client.

The cost of shoes (excluding payment for additional labor of the technical department) amounted to 150 thousand rubles.

Thus, Vasily provided the company with profit:

400,000 (revenue) – 100*1500 (developer salaries) – 150,000 (cost) = 100 thousand rubles

His colleague Valery also sold slippers worth 400 thousand rubles, but he managed to talk buyers into the models that had already been developed.

Thus, Valery enriched his employer by:

400,000 (revenue) – 150,000 (cost) = 250 thousand rubles.

Let's display the results of the work of two sales geniuses in the table:

In this case, Valery’s efficiency was higher and he can count on a bonus from his superiors.

Kpi of sales manager No. 2: average bill, number of contacts, conversion.

When taking these KPIs into account, the sales manager needs to remember:

• The average check is calculated when at least 100 sales have been made, otherwise you will not have an objective picture;
• conversion (the ratio of the number of people who made a purchase to the number of those who listened to the sales offer) is considered when done;
• for all sales channels (personal meetings, social media, calls, etc.) conversion is counted separately;
• Absolutely all contacts with potential clients should be taken into account, but a personal meeting is undoubtedly more valuable than calls, emails, messages, etc.

Kpi of sales manager No. 3: accounts receivable and product range coverage.

The size of accounts receivable at the end of the period, one of the main KPIs of a sales manager, indicates:

• ability to “squeeze” proper payment from a client, even if he went to trip around the world with one of the gorgeous girls from Victoria`s Sekret;

the ability to competently plan and conduct personal meetings, make calls and compose letters and messages.

Here you need to show miracles of communication and remarkable literary talent;

the ability to “hold the line” when the client insists on a discount, changing the payment term, etc.

Yes, you need to lead a squad into battle!

opportunities to plan profits for the next reporting period.

Are you sure that next month you will “extract” a debt of 200 thousand from the respected Ivan Ivanovich, director of Buttercup LLC?

With the product range, everything is quite simple - the more various types The sales manager managed to “snuggle” the goods, despite all the KPIs, disagreements with his wife and bad weather, the greater his honor and respect.

After all, at a minimum, customers will know about the availability of this or that product from your company.

Kpi of sales manager No. 4: ratio of closed deals to potential ones.

This KPI of a sales manager will perfectly tell about his professionalism.

For example, our friends, Vasily and Valery, for last month Conducted 50 meetings with potential clients.

At the same time, 30 people took time out from the first employee to think about the proposal, five decided to consult with senior management, and 15 had already signed the contract and made an advance payment.

Of Valerina’s potential clients, only ten were “ripe” for cooperation.

As you can see, Vasily worked more effectively in this case.

Sales manager KPI #5: simple.

An unusual, but very useful characteristic.

You can find out this KPI of a sales manager if you have a CRM system installed in your company.

It summarizes the time spent by an employee on calls, writing emails, texting on a mobile phone, personal meetings, browsing professional websites, etc.

For example, sales manager Anton sold goods worth 300,000 rubles at the end of the month, his salary was 20,000 rubles.

However, the prudent manager deducts 90 rubles from the guy’s salary for every hour of downtime when the CRM system signaled inactivity (he didn’t type text, didn’t call anyone, didn’t move the computer mouse, didn’t meet with anyone).

About what software It’s better to spend your money, as reviews of modern CRM systems on the Internet will tell you.

The best Russian-language versions of 2015-2016 that allow you to maintain the KPI of a sales manager are:

"Megaplan".

The system can be adjusted to your sales scheme or you can use a ready-made solution.

Much attention is paid to maintaining a database of counterparties; it is possible to generate invoices for payment.

However, users claim that Megaplan is quite difficult to understand and is more suitable for large companies;

Bitrix24.

The system can be integrated with by email and an online store.

Makes it possible to monitor the development of relationships with each client from establishing the first contact to concluding a contract;

The system is focused not on creating a database of clients, but a database of transactions.

"RosBusinessSoft".

Successfully integrates with 1C Accounting, email, online store, company website, access to bank accounts;

"ManageEngineServiceDesk".

You can process orders, manage clients, track purchases, manage contacts, although it was originally intended as a working tool for IT specialists.

Kpi of a sales manager: when is the game not worth the candle?

Despite the fact that implementing KPI for a sales manager can increase company profits by up to 30%, there are cases when doing this is not advisable:

• if management has the time and energy to personally meet with each employee to set tasks for him and direct him to complete them;

if the company has less than 30 employees.

Implementing KPIs for a sales manager is a process almost as troublesome as organizing a wedding for an Arab sheikh.

Is it worth it to spoil your nerves if you can already analyze the results of each manager’s work and, if necessary, clarify the goal and give a “magic kick-off”?

if your company is so cool that everyone achieves their goals even without the KPI of a sales manager.

We congratulate you!

You managed to assemble a team of real professionals who do not need additional carrots and sticks!

Once again, briefly about what the KPI of a sales manager is, in the video:

We have decided on the KPI of the sales manager! What to do with them next?

The importance of each KPI of a sales manager (the weight of the KPI in the goal) is determined by the manager at his own discretion: for some it is important that the employee has as much contact with potential clients as possible, working for a bright future, for others it is important to be able to collect debts, and for the majority it is warm thought about the net profit received during the reporting period.

Based on this, wages are formed:

Sales manager KPI can become an effective tool for motivating employees and, ultimately, increasing the profit of the enterprise, if you approach this issue responsibly.

And a motivated employee is a powerful force that can take your business to the top of success.

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