May 2, 2025
Previously: Part 7 shared how to use SMART goals to build focused, measurable, and executable strategies.
As you finish this final part, think about forecasting in your organization. What has and hasn’t worked for you when it comes to building reliable and actionable forecasts?
Introduction & Practical Framework
Forecasting isn't just a reporting function, it’s leadership. Done right, it informs inventory, hiring, investments, and confidence across the business.
I’ve applied forecasting principles consistently throughout my career, both as a sales contributor and as a business leader responsible for results. The structure can vary by organization, but applying a consistent forecasting discipline is what makes it work and keeps it credible.
Create Customer-Specific Sales and Gross Margin Forecasts by Considering:
Historical sales trends (Are the trends still pertinent going forward?)
Organizational strategy and active pipeline
Product mix, pricing, and COGS
Market knowledge and customer-specific insights
Supply constraints and broader market shifts
And be sure to monitor regularly and adjust accordingly.
Key Takeaway
A solid forecast gives your business the confidence to move. And when it’s consistently managed, it becomes one of your most reliable tools.
Forecasting, both in sales and gross margin, is a core feature of GENREV!™, designed to improve accuracy and drive alignment.
Call to Action
If you’re looking to improve how you forecast-not just report, I always welcome the opportunity to share what’s worked in real-world environments.
Series Wrap-Up
Thank you for following along with this 8-part series. If any part resonated with you, or if you’re ready to explore a more structured approach to sales leadership and performance, I’d be happy to connect and discuss how this framework might help your organization.
#SalesForecasting #MarginManagement #B2BSalesLeadership #FinancialStrategy #ProfitableGrowth #GENREV