One of the biggest mistakes that a sales manager can make is
to believe the forecast is between the sales manager, the salesperson, and the
target market. It would be far easier if this were true. The reality is that
there are more contributors to a forecast than you might wish. Let’s look at a
few:
Marketing. What are the department’s
plans over the coming year, to promote or to prune products?
Production. What is the department’s
schedule for production rates, equipment upgrades, and outsourcing of key
steps?
Purchasing. Does the department have a
sense of the suppliers’ capabilities to provide inputs to your product or
services? You might sell more, but can the purchasing division buy the necessary
components to provide production with what it needs?
Distribution. Are there any problems
or possible disruptions with your distribution model?
Complementers and Alliance Partners.
If other alliance partners are necessary to make your finished offering, what
are their plans for the coming year?
Make sure you communicate your forecasts to all these
stake-holders.
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