A single data point tells you nothing. A misinterpreted indicator can be misleading. To manage commercial performance effectively, managers must learn to read, use, and act on the right signals. The goal: moving from numbers to action.
Why do sales managers need to take ownership of the indicators?
In a commercial environment where every opportunity counts, the ability to quickly interpret the right signals is a key driver of competitiveness. Yet managers must first know how to distinguish a useful indicator from just another number. By integrating the analysis of commercial data into their practices, they can:
- adjust field priorities in real time,
- refine skill development pathways,
- make more informed decisions on managing their teams.
Better use of KPIs = better decisions
Conversion rate, sales cycle, number of follow-ups, acquisition cost… These classic indicators only make sense when linked to concrete actions. A declining conversion rate? Is it a matter of approach? Qualification? Pitch? Data only becomes valuable when it highlights a skill that needs developing.
Avoid misinterpretation with structured analysis
A manager may underestimate a need for training or support if they lack the right analytical tools. For example:
- High team turnover may be a symptom of insufficient support during the closing phase.
- A stable meeting rate but a decline in average order value may conceal difficulties in creating value within the sales pitch.
Supporting managers in selecting and using the right KPIs
For analysis to become a managerial reflex, managers must be trained to identify the right performance indicators. The most effective are often those that connect commercial action with team dynamics: number of field meetings converted, individual performance progression, impact of regular feedback.
Making data accessible and actionable
Data shouldn’t be a barrier. Data visualisation tools, such as those offered by Klara, turn KPIs into clear, action-oriented dashboards. With simple, shared visualisations, managers gain in both responsiveness and efficiency.
Involving managers in defining the indicators
An indicator only has value if it is understood and applied. By involving managers in the definition of KPIs, their engagement and ownership are strengthened. This also makes it possible to adapt commercial routines (one-to-ones, team meetings) to data that is genuinely useful.
Train, support, iterate: making analysis a lasting lever
Training managers to read data is not about turning them into analysts. It is about giving them reference points to make better decisions. Klara recommends a progressive approach:
- Practical workshops based on real sales scenarios to embed best practice;
- E-learning modules to build autonomy in reading dashboards;
- Personalised support to adapt the approach to the specific challenges of each team.
Turning data culture into a driver of commercial performance
Sharing best practices among sales managers, valuing feedback, and creating a continuous improvement loop: this is how to turn analysis into an operational reflex. Because every indicator represents an opportunity for progress.