RevOps Docs for Startups
  • Welcome
  • Getting Started
    • Quickstart
    • About LeanScale
  • Growth Modeling
    • Building a Growth Model
      • Growth Model Assumptions
      • Growth Model Approaches
      • Growth Model Segmentations
    • Sales Capacity Plan
    • Marketing Plan
    • Customer Success Plan
  • Go-to-market Lifecycle
    • Go-to-Market Lifecycle
    • Lead Lifecycle
    • Sales Lifecycle
    • Customer Lifecycle
    • Proof of Concept Lifecycle
    • Lifecycle Measurement
  • Lead Attribution
    • Attribution Overview
    • Lead Source Taxonomy
  • Measuring Metrics
    • Reporting and Data Analytics
    • Sales Metrics
      • Created Pipeline
      • Weighted Pipeline
    • Marketing Metrics
      • Lead Impact Matrix
      • CAC to LTV
    • Customer Success Metrics
      • Net Retention
    • Partnership Metrics
    • Presenting Metrics
  • GTM Tech Stack
    • GTM Tech Stack Overview
    • When To Buy New Systems
    • Driving System Adoption
    • CRM Considerations
      • User-Oriented CRM
      • Data & Reporting CRM
      • Security-Focused CRM
  • Aligning Sales/Marketing
    • Alignment Overview
    • How to Align?
    • What is an SQL?
    • Building Marketing Operations
    • Defining GTM Process
    • Interviewing GTM Leaders
    • Finding The Right Talent
  • System Demos
    • Data Enrichment
      • Clay
      • Traction Complete
    • Conversational Intelligence
      • Gong
      • Unthread
    • CPQ
      • Dealhub
      • Salesbricks
    • Data Analytics
      • RevVue
      • QFlow
  • CRM Tips
    • Salesforce
      • Create Opp from Contact
      • Validation Rules in Flow
      • Roll Up Summary Field
      • Close Date Change Counter
      • Lead Stages
      • Sales Stages
      • Customer Stages
      • Next Step Fields
      • Lead Source Taxonomy
      • Proof of Concept Stages
      • Displaying Record Information
      • Display Dynamic Lists
      • Messages to End Users
      • Create Custom Buttons
      • Tips for Data Loader
      • Salesforce Inspector Reloaded
      • SFDC Navigator for Lightning
      • Bypass Validation Rules
      • Sales Manager Notes Field
      • Renaming Fields and Objects
      • Getting Faster to Record ID
    • Hubspot
      • Disable Picklist Options
      • Create Yesterday's Date
      • Create Today's Date
  • Strategic Walkthroughs
    • Revenue Operations Flywheel
    • Post-Fundraise Playbook
    • Building Board Decks
    • Building Dashboards
      • CEO Dashboards
      • Executive Dashboards
      • Marketing Dashboards
      • Sales Dashboards
      • CS Dashboards
      • Funnel Analytics
    • ChatGPT as a Salesforce Admin
    • Sales Commission Plans
    • Building Sales Territories
Powered by GitBook
On this page

Was this helpful?

  1. Measuring Metrics

Reporting and Data Analytics

PreviousLead Source TaxonomyNextSales Metrics

Last updated 6 months ago

Was this helpful?

Reporting in data analytics is a powerful tool that can help you predict the future, assess the current state of your business, and make solid recommendations for growth. However, the effectiveness of your reporting depends on tailoring it to your audience. In this guide, we will discuss how to present your data in a way that is relevant and meaningful to different audiences, including executive leadership, functional managers, and individual contributors.

Audience

The first step in creating effective reporting is to identify your audience. What are their goals? What information do they need to make decisions? Once you understand your audience, you can begin to tailor your data accordingly.

Executive Level Reporting

Our executive leadership team seeks out concise, high-level data that illuminates the path ahead and underpins strategic decisions. They're more inclined towards the future—forecasts and trends—than a retrospective on past performance. When we present to them, we're mindful to keep the focus broad, steering clear of minutiae that could obscure the overarching view.

Functional Managers

Functional managers are the backbone of our organization, overseeing specific departments or divisions. They require data to monitor their progress towards goals and to guide their teams. Reporting for functional managers is designed to be performance-to-plan oriented, offering a comprehensive view of individual and team achievements.

Individual Contributors

For the individual contributors, the focus is on personalized reporting that zeroes in on their unique targets and duties. This might encompass their sales achievements, conversion metrics, or the duration of their sales cycle. The goal is to arm them with the insights they need to make informed choices and drive results.

Less is More

When we share data with others, we should remember that less is often more. Overloading our audience with information can be counterproductive. Instead, we should focus on presenting the most relevant and impactful data. One slide with 10 key insights is more effective than 10 slides with one data point each.

Conclusion

Crafting your data to resonate with your audience can produce reports that are genuinely beneficial and actionable. This, in turn, will enhance decision-making, elevate performance, and realize your business aspirations.