DATA-DRIVEN SALES MANAGEMENT: THE ROLE OF ANALYTICS IN IMPROVING SALES TEAM PERFORMANCE
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Abstract
Organizations across industries have invested substantially in sales analytics infrastructure over the past decade, yet a persistent gap separates adoption rates from realized performance outcomes. Only 45% of sales leaders report high confidence in their own forecasting accuracy, and 77% of sales representatives indicate they lack sufficient time to act on customer insights embedded in their CRM systems. Academic literature has addressed this challenge primarily through two lenses: technical studies focused on algorithmic accuracy of predictive models, and organizational-level research linking analytics capability to firm-level revenue. Neither strand accounts for the intermediate layer where performance actually diverges: the matching between the type of analytics applied and the type of managerial decision being made. The present study examines how analytics tools affect sales team performance across four decision contexts, and proposes a Decision-Tier Matching Framework that maps analytics types to corresponding decision categories. Analysis is based on a systematic review of peer-reviewed literature from 2020 to 2024 and industry research from Gartner, Salesforce, and CRM market tracking organizations. Findings indicate that misalignment between analytics sophistication and decision type is a primary driver of underperformance in data-enabled sales organizations. Study novelty consists in conceptualizing analytics-decision mismatch as a structural, addressable gap rather than a technology or adoption problem, and in providing a classification tool applicable at the level of individual managerial decision-making within sales teams.
How to Cite
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sales analytics, data-driven decision-making, KPI management, predictive sales forecasting, CRM analytics, sales team performance
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