1. Sale Enablement Toolkit
Weekly Pipeline Status Review
Agenda and Scorecard Template
Gerard E. Sample | Founder and CEO
/GerardSample @gesample

2. Weekly Sales Review Process Summary
May 16, [Presentation Name via Insert tab > Header & Footer] Copyright © 2010 CA
Weekly Sales Review Process Summary
This process is intended to support a weekly sales meeting to review status and verify pipeline progression with individual sales team members who responsible for quota.
This approach can be applied to any number of sales roles and selling scenarios.
The scope of a review meeting may include: the full sales pipeline, outbound prospecting, sales development qualification, high-value opportunities or named accounts.
Executive stakeholders participating in weekly sales status review meetings are typically:
SMB Company: CEO, Sales Director, Head of Operations
Mid-Enterprise Company: Head of Sales, Sales Operations, Sales Management
During the meeting, it may be appropriate to review planning documents, revenue forecasts and performance scorecard metrics if aligned to the sales process.
If relevant, the Prospecting, Opportunity or Account Plans maintained by each salesperson should be available for reference and review by executive team if requested.
Each week, Sales Management to summarize weekly performance by region, account base, channel as represented by total team quota.
©2016 Third Wave, LLC

3. Weekly Performance Scorecard Template
Scorecard Best Practices
Many will be inclined to load as many metrics as possible into the scorecard or manage activity instead of results – don’t do it. It is a waste of time and shifts focus to things that have little impact on revenue.
Metrics for inclusion in weekly scorecard must align directly to quota, compensation, pipeline management and sales process. Otherwise, the scorecard has little value.
The colored quality and compliance rating is assessed by direct manager weekly based on a salesperson’s use of sales process, best practices or quality of work.
Salesperson
Pipeline
Value
Current Month Revenue Target
Month to Date Closed Sales
Month End Commit
YTD Average Order Value
Avg. Gross Margin%
YTD Quota Attainment
Quality and Compliance
Jess A.
$289,250
$97,220
$71.015
$101,221
$2,345
31%
74%
Mary B.
$268,336
$97,222
$68,125
$99,222
$3,443
42%
60%
Alex S.
$230,889
$95,300
$67,450
$93,000
$3,300
39%
65%
Luke E.
$255,590
$70,200
$98,923
$2,887
38%
72%
Team Totals
$1,044,065
$386,962
$210,150
$299,366
$2,891
37%
©2016 Third Wave, LLC

4. Example Meeting Agenda
Review meetings are typically held weekly for 2-3 hours total, with 15 to 30 minutes allocated to each salesperson.
Each seller will be prepared to convey the status of their top opportunities in 15 minutes.
Each deal will be summarized in 3 minutes and cover the following four briefing points:
Summarize scope, value and composition of the deal
Explain each opportunity or prospect progression status by sales stage (%)
Outline the key tasks, timing and dependencies to move deal to next stage
Request support or intervention needed to overcome barriers or issues
As needed, the salesperson will reference Opportunity, Account or Prospecting plan documentation.
If the time necessary to conduct quality reviews meetings becomes too lengthy, the scope of items for discussion should be narrowed to focus only on the highest value items. Examples:
Only a salesperson’s top 5 opportunities or prospects are discussed
Only deals over a certain value are reviewed
©2016 Third Wave, LLC

5. Best Practice Recommendations
Maintain a Consistent Review Cadence
Each salesperson must be prepared to efficiently cover the key four questions for every deal. If they are not prepared to do so, the review should not continue.
The executive team should demonstrate commitment by not deviating from the process or agenda.
Operations must ensure that the systems and reporting necessary to enable consistent pipeline measurement and the performance scorecard is in place.
Sales management should routinely inspect Opportunity, Account or Prospecting Plans to assess quality.
The time allocated to each salesperson must be monitored and enforced to stay on schedule.
Sales Process Reinforcement
The review is intended to reinforce a sales process that drives results-oriented outcomes related to opportunity management.
Weekly reviews should be limited in scope to the review of qualified Opportunities.
The management team should not dictate which “top” opportunities should be covered.
If sellers are expected to own their book, doing so undermines accountability.
In the event the “wrong” deals are selected, sales management is responsible for coaching to remediate
Sellers must update each Opportunity Plan weekly and ensure CRM record reflects accurate status.
©2016 Third Wave, LLC

6. Questions, Comments or Feedback
Questions, Comments or Feedback? We’re here to assist and would love to hear from you! Give us a shout if we can ever be of service.