When you have stores that are prone to lower foot traffic than other stores due to their location or a variety of reasons, it’s difficult to directly compare their results to a store that has high traffic.

Motivating your teams regardless of their day-end results requires finding small wins or positive behaviors that lead to desired results.

Focus on leading metrics

As a sales manager at La-Z-Boy Portland, John focuses on leading metrics, not trailing metrics. By using combined productivity rates with the data from Doorcounts, John is able to measure the productivity of their salespeople regardless of the level of traffic their stores have.

What are combined productivity rates?
“So if you closed your conversions at 30%, I believe you should have a combined productivity rate of 70%. And what I mean by that is you should close or get a prospect on four out of ten people to get to a combined rate of 70%.”

By using the Goaling Report on Doorcounts, John can set the exact goals he wants his teams to reach when it comes to the leading metrics that lead to desired results: sales conversion, average ticket, and prospecting.
Without any calculating or work on his end, he can directly see who is hitting their goals and who needs a little extra motivation.

The effect on company culture

Positive behaviors leads to the desired results. While other companies have a culture where their highest traffic stores and low traffic stores have the same goal of day’s ends sales, it sets the lower traffic stores to fail.
At La-Z-Boy portland, goals are set based on productivity by focusing on leading metrics, not based on the number of sales.

By creating a company culture where salespeople are not afraid to be in the red, they are able to stay motivated and strive to do better in the future.