I find it amusing that people still debate whether sales is a numbers game or not. There is just so much wrong with that not the least of which is that sales is not a game. The “sales is not a numbers game” crowd usually revert to the “quality over quantity” argument, valid, but still leads to a point that requires a sales rep to know and deal with how many, the number of, qualified, quality and quintessential opportunities they will need to prospect and close to retire or exceed quota, which by the way is a number.
Most pundits who take the “sales is not a numbers game” usually do so as a means of appeasing those sellers who refuse to take accountability for their numbers. Without accountability everything is OK, without measure there is no accountability, funny how the same pundits will get behind the mantra “if it’s not measured, it doesn’t count”.
So let’s get past the feel good BS that sells books but does not help you sell, and ask the real question about sales numbers:
Why that number? Or in the day to day world of real sales, why those numbers?
For instance, a question I’ll often ask reps, why the number of appointments in your calendar, why not three more, why not two less? Some tell me that it is what they were able to do, all time allowed for. This last one opens up the whole discussion of how they spend their time, and how that impacts their ability to hit their number, sorry, quota. There are any number of variations on this question, why the number of new prospects engaged in a given month, or why the number of opportunities at any given stage of their pipeline. The answer is the same for them all, “that is the number I need to make my quota!”
This will differ from rep to rep, even at the same company sitting side by side. One may be a great prospector, yet be weak at discovery, the other may be average at prospecting, but great at qualifying and moving to close. Each will have a different number at each phase. The key is that successful sales people not only know their numbers, but own them. Most sales people know their favourite ball player’s number, not their own. Why do we not hear about the quality/quantity argument when it come to their favourite athlete? Because in the end it is not how nice the play was, but whether they got the points at the end of the game or not.
Knowing your number at each stage of the sale allows you to plan and execute more directly and efficiently, which in turn drive quality. It is true that it is not about just “more”, but there is an element of needing “at least” at each stage of the sale.
Knowing why “that number”, and having “that number” be directly anchored in your quota drive the quality the pundits and excuse makers talk about. Not owning your number often leads to great quality in insufficient quantities, which means you need to change aspects of your sale. Increase prospect, improve your approach to discovery, uncover value in a more meaningful way, or other elements. All of which the “sales is not a numbers game” are reluctant to do.
“That number” is what you and I are accountable for. If you don’t know and own that number, there is no accountability in sales, no accountability for your actions or outcomes, a reality you need to live with, whether you are a sales rep, a manager, a VP of Sales, or a quality relationship touting pundit. And without accountability, there is no sustainable success in sales, and that is “why that number!”