Conducting Effective Forecast Calls
It is crucial it is to be able to estimate your forecast number accurately and consistently.
One of the most effective ways to look into the future, and a critical metric for any long-standing organization, achieving effective forecasts is a mix of having the correct tools, processes, and practices.
We’ve discussed the major reasons companies get their forecast numbers wrong and what to remember for your forecasts.
However, an effective forecasting cadence is a significant part of the forecasting process. To run your forecast machine efficiently, you need to have effective takeaways from your forecasting cadences. Here are a few tips to make sure your cadences turn out productive:
Never have a cadence with too many members, or leave out any important ones. You need to know who to include and who not to.
At the very least, important members of the sales and revenue teams, sales and revenue managers, and leaders must be included.
However, aim for more stakeholders and those from different teams to be on the same page. This would be beneficial also because these stakeholders could give inputs from their meetings which could help tune the forecast better and potentially save you from market downturns.
Inspect Deals Strategically and Rigorously
Your cadence shouldn’t be one in which you are inspecting deals individually, one by one. You need to prioritize, segregate, club, and be efficient in choosing what to discuss when to take away the most from your cadence and be good with handling time.
A few questions to keep in mind while inspecting a deal are:
- How many stakeholders are involved from the client’s side? Are they enough, or are more needed? Is a decision-maker involved?
- When was the last meeting/call with the client?
- When is the next meeting/call with the client?
- What’s the next step based on the risk and engagement the deal is showing?
Prepare for the meeting
Sales reps and managers must know inside out what’s happening with all deals in the pipeline. They may not be needed to give an update on every one of them, but if push comes to shove and some discussion is required about some deal they hadn’t initially planned, they should still know all about it to ensure the cadence is fruitful.
Things like when the deal is expected to close, if it may be accelerated or pushed to another quarter if any issues hamper its progress must all be at finger tips for discussion.
Using all this information, the plan for the future and what is the best next step can be determined. Targets and deadlines can be determined to ensure things are flowing smoothly, helping effectively plan ahead.
Identification of cadence frequency
What’s the ideal frequency to hold your forecasting cadences? It depends on team size and how many deals are in the pipeline. Most companies do it once a week, some others less frequently.
You could do it once in two weeks if you’re a new company without many deals. But a good rule of thumb is to do it every week, as this ensures regular knowledge of what’s happening in your business and keeps a tab on your reps to ensure they’re regularly working.
Clientell for Forecasting
With the help of Clientell, sales leaders can assess risk across their pipeline and achieve 95% accuracy on their quarterly forecasts.
It helps create a culture of data-backed forecasting and transparency using both bottom-up and top-down processes. With AI-driving features such as natural-language processing, risk & pipeline analysis, and leveraging historical data, prospect sentiment can be well analyzed, yielding trustable insights to help you forecast better.