OKR annual-quarterly breakdown case (taking sales department as an example)

Annual goal: significantly improve the performance level of the sales department.

KR 1: the conversion rate of sales transactions increased 15%.

KR2: The average customer unit price has increased by 30%.

KR3: completed 10 major customers 10 million.

KR4: Recruiting 50 outstanding sales elites KR5: The cumulative performance of the whole year exceeded 50 million.

According to the definition and principle of OKR, look at this example: the goal is clear, pointing to a clear direction; The key result KR 1-5 is also clear and concrete. As long as these five KRs can be achieved, it means that the goal of "greatly improving the performance level of the sales department" can be achieved, which is an effective OKR.

But this is an annual goal, which can be achieved by the end of the year. So in a year's time, what should we do first, and what are we doing? This requires us to determine the priority of the next step in time according to this OKR. Let's analyze the above example:

KR 1: the conversion rate of sales transactions increased 15%. This KR needs to start from the sales staff's business level, negotiation skills, price strategy and so on.

KR2: The average customer unit price is increased by 30%. This KR is also similar to the starting point of the first KR, starting from the sales staff's business level, negotiation skills, price strategy and so on. , but also from the customer base and industry.

KR2: To achieve the 1 0 key account with more than 10 million, we need to start with the industry benchmark customers, and brand influence, industry cases and business level are the starting points to achieve this KR.

KR4: Recruit 50 outstanding sales elites, starting with team building and team training.

KR5: The annual cumulative performance exceeded 50 million, equivalent to the sum of the above four KRs. The above kr was completed in chronological order, and finally reached the key result of 50 million. Of course, it can also exist independently and measure goals in performance indicators.

So from this perspective, to achieve "greatly improve the performance level of the sales department", the sales department needs to do a lot of work within one year, but can these work be completed at the same time? Obviously not, it will distract you. In the actual business scenario, most teams plan to advance (project system). For this year's OKR example, it is necessary to determine the priority of the next work, and then show it in the form of quarterly OKR and monthly OKR to complete the annual-quarterly decomposition of OKR.

Through team discussion, it was agreed that the priorities for the first quarter were as follows:

1. Existing sales staff should be trained to improve their business ability.

2. Build benchmark customers in five industries, at least one in each industry.

3. At least 30 outstanding sales elites should be recruited, and after 1-2 quarters of training, they can independently carry out sales work in the second half of the year.

Take your first job as an example to do a quarterly OKR.

Quarterly goal: improve the business ability of the sales team.

KR 1: Make the sales training plan by stages and implement it as planned.

KR2: After taking part in the training, the passing rate of assessment is over 98%.

KR3: According to the business scenario, complete the role-playing for more than 3 times per sale.

KR4: Frequently Asked Questions on Production and Sales

According to time warp, it is normal that the annual OKR and the quarterly OKR overlap, and their ultimate goals are the same. The decomposition process from one year to one quarter will make the team's goals clearer and more detailed.

When decomposing the annual OKR, you can sort out the work priorities of the year and temporarily implement them. In practical work, unexpected situations often occur, which need to be constantly adjusted and optimized, but the premise is that at least the work priorities for the next month or quarter should be clear.

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