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The Ultimate Guide for Chief Sales Officers

Great primer for Sales Planning in a time of Covid

What’s the problem?

Unlike other planning processes that are based on consistent factors, sales planning is subject to continual change. In today’s global markets, driven by volatile demand and serviced by increasingly distended and complex networks, that change is accelerating. Getting a handle on it is a very tough nut to crack. According to a recent survey by Gartner, improving forecast accuracy is only exceeded by increasing revenue as a corporate goal.¹ The same study shows that while the sales planning process has moved towards the top of the enterprise mind, serious performance gaps (i.e., the difference between levels of importance and performance) continue to grow.

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As a leading US-based EPM specialist company,

Pursuit IQ knows the space like no one else – we customize and implement a broad array of corporate planning, analysis & consolidation solutions for a demanding list of clients.

What’s the problem?

Unlike other planning processes that are based on consistent factors, sales planning is subject to continual change. In today’s global markets, driven by volatile demand and serviced by increasingly distended and complex networks, that change is accelerating. Getting a handle on it is a very tough nut to crack.

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By unifying

 Analysis of historical data and planning functionality in one tool, comparative values can be provided with the push of a button.

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Combining top-down and bottom-up approaches

 For successful planning Top-down is used to set boundaries, bottom-up input is compared within the framework of those boundaries

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While this list is not exhaustive,

if a sales officer gets satisfactory answers to these questions, he or she will have gone a long way towards solving the conundrum of sales planning and turning the process into an asset that can drive insight, close the historical performance gaps associated with S&OP, and accrue benefits where they are most desired: on the bottom line.