Mark Osborne explains how to build marketing and sales systems with weekly scorecards that track metrics, surface opportunities when performance is high, and catch problems early so teams can respond instead of react.
So, when we're building marketing and sales systems, we always build in specific priorities and then sort of the engines that drive that. And then those metrics that measure our progress and look at those kind of weekly scorecards so that we've got an expectation of, well, we think it's going to generate this against this metric, whether 110, whatever it might be. And so, if it's high, well, great. Just as you say, what opportunity does that indicate? If it's low, Uh-oh. Well, what is this telling us about what's actually happening in the marketplace? And so oftentimes we see folks that they're just doing, well, here's how we did last month and reporting that way too late to respond because not only, you know, did you not get a chance to respond in month, but now you might be sort of getting further and further underwater because of, you know, some sort of snafu either in your system or process or just some changing market condition that you didn't plan for.
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