The second element of the Technical Sales Balanced Scorecard focuses on a view of performance from an internal or business process perspective. It seeks to determine and measure the technical sales organization’s ability to engage in the right sort of behaviors in the right fashion at the right time to ensure that goals are being met. Some attributes of the internal perspective might be:

• Pipeline, or pipeline opportunity growth/contraction over a given period
• Employee opportunity identification participation, or the number of new opportunities that technical sales reps have discovered via their prospecting activities with customers
• Win/loss dollar amounts and rates
• Employee turnover
• Number or percentage of reps achieving their revenue targets in a given time period
• Specific metrics regarding identification and progression of strategic sales plays or brand-new-to-the-market solutions
• Usage of technical deliverables (architecture overviews, customer project documentation and/or implementation information, etc.) in opportunity wins vs. losses
• Success & failure rates of proofs of concept and whether those technical wins translated into opportunity wins
• Number or percentage of closed opportunities featuring more than one product or solution from the organization’s portfolio (i.e. “cross brand”)
• Performance of business partner & channel-led opportunities vs. those owned by the organization

These attributes may be viewed within a particular time period and, as history provides, it may be valuable to show them with year to year or quarter to quarter comparisons. Success and failure of many of these attributes might be tied to the broader organizational strategy so that they may be used as key performance indicators that contribute to the desired outcomes. For example, the organization might choose to examine how many successful customer proofs of concept were not parlayed into closed opportunities.