What sales activities should you report on a daily, weekly or monthly basis? Here’s what the experts recommend.
Achieving consistent sales growth for your organization is critical to long-term success. However, it can be challenging to achieve when you don’t have the right data and insights to make informed decisions.
By tracking the right metrics, you can take the necessary steps to grow your revenue and profits. One way companies are doing this is with the use of sales reports. But not all metrics are created equal.
So we reached out to 40+ experts to identify the top metrics businesses should be monitoring on a daily, weekly and monthly basis. We extracted the most popular recommendations, which we’ll dive into below.
Daily Sales Reports
Daily sales reports tell us how much effort reps are putting in each day to fill the top of the pipeline. Typically, these metrics will be activity-based.
For example: Number of calls made or emails sent (because we can’t get meetings without making contacts).
Here’s a quick breakdown of the metrics to monitor on a day-to-day basis.
Number of Prospects
Sales reps should be working hard each day to hit a specific number of new sales prospects. These people meet your ideal customer profile, and should be contacted across relevant channels with the end goal of converting them into a lead.
Field sales reps use SPOTIO’s Lead Machine to quickly search for new prospects using 50+ different data points such as income level, business type, credit capacity and age of home.
Image: SPOTIO Lead Machine.
The number of new prospects created each day is a strong activity-based performance indicator. If reps aren’t hitting their numbers, it’s important to find out why.
Do they need additional training? Do they not have the right technology? Are they being lazy?
Prospecting activities should be monitored and recorded in a transparent dashboard to keep reps accountable:
Image: SPOTIO Sales Leaderboard showing top-performing reps by activity count, leads won, win rate, and value of opportunities.
Number of Contacts
Today, there are many ways sales reps can communicate with leads — call, email, or converse via social media. Monitoring the number of contacts can help sales managers determine how proactive reps are in “working” new prospects. It can also help pinpoint which specific channels have the highest conversion rates.
Number of Visits
Prospects will not always respond to calls, emails and social media outreach. Often, reps need to put boots on the ground and attempt to visit prospects on site, in person.
Each rep should attempt to visit unresponsive prospects in-person each day.
Each visit should be logged in your CRM.
Number of Follow Ups
80% of sales require five follow-up calls after the meeting. Yet, 44% of sales reps give up after one follow-up.
Just because a rep has a foot in the door, doesn’t mean they will convert the lead or close the sale. Reps need to be following up with prospects multiple times after the initial meeting in order to keep the conversation moving along. After all, these are your warmest leads.
Monitor this metric to determine how many follow ups it takes to re-engage a prospect. Set that number as your baseline for all reps to hit within a specific timeframe.
How to calculate:
Total (#) of Follow-up Attempts / Total (#) of Leads = Average (#) Follow-up Attempts Per Lead.
Number of Referral Requests
Referrals are the one of the highest-converting lead sources. Make sure reps are actively asking existing customers for new referrals as part of the daily sales process.
You could offer customers a discount or deal in exchange for a closed referral.
Lead Response Time
The company that responds to a lead first dramatically increases their chances of closing the deal. According to InsideSales, “50% of buyers choose the vendor that responds first.”
How long does it take your reps to follow up with a new lead?
Number of Upsells
Expansion revenue is critical for increasing Customer Lifetime Value. Since there are practically zero upsell costs, it can have a huge impact on profitability.
Reps should be actively looking for opportunities each day to upsell existing accounts.
Looking to keep your field sales reps more accountable for their daily sales activities?
Use a tool like SPOTIO’s rep tracking software to monitor activities and better plan sales territories:
Weekly Sales Reports
Weekly sales reports should tell us how effective daily activities are in driving quality leads and opportunities into the pipeline.
Here are the metrics to include in your weekly sales activity report.
Number of New Leads
This metric determines how many new sales qualified leads your reps are acquiring every week. Knowing this enables management to determine if goals are being reached and whether you need to make adjustments.
For instance, if there’s a low number of new leads each week it might be due to not contacting enough prospects, contacting the wrong type of prospects, or having poorly optimized outreach scripts.
Here’s a formula you can use to calculate new leads pre-qualified by reps each week:
# of new leads over 30 days / 4 weeks = # of new leads per week.
Number of Meetings Booked
Getting lots of new leads each week is great. But if your sales reps aren’t booking meetings with them, then they’re efforts are moot. Booking meetings is a clear indicator new sales qualified opportunities.
Further, calculating the number of booked meetings can help determine if your reps are able to communicate the value or your product or service.
You can use this number to determine, on average, how many leads are needed to generate a meeting (opportunity).
You can use this formula to calculate weekly booked meetings:
# of meetings booked per week / # of new qualified leads = the percentage of leads that agree to meetings.
First Meeting Show Rate
Are leads actually showing up to scheduled meetings? Some will be a no-show, so it’s important to track how often this occurs.
Determining your first meeting show rate will identify patterns that can signal issues with your prospecting or sales tactics.
To calculate this metric, you can use the following formula:
# of leads that show up to meetings / # of meetings booked per week = percentage of prospects that show up to the first meeting.
It’s important to identify how many leads turn into sales qualified opportunities. I.e. how many leads turned into an actual meeting. Understanding this number will help you reverse engineer the sales cycle.
For example, if a manager knows the average lead-opportunity conversion rate, they will be able to estimate how many new leads they need each week in order to hit a target number of new opportunities (meetings).
This intel is critical when it comes to setting sales activity targets for each rep.
To calculate this, you can use the following formula:
# opportunities / # leads * 100 = lead-opportunity rate per week.
Number of Proposals Sent
This is a strong leading indicator of how effective reps are at demonstrating value during sales presentations.
Monthly Sales Reports
Monthly reports should show how well the sales team is building the pipeline and converting it into net new revenue.
Number of Lost Deals
Your sales reps are getting leads, but how many are not closing? This metric can help pinpoint errors in the qualification and/or nurturing process. It can also indicate a flaw in the types of leads your marketing and salespeople are generating.
Number of Won Deals
You win some, you lose some. How many leads are your sales reps winning over? Knowing this number can help identify what is working for your top sales reps. Use these insights to refine the sales process and train/onboard new team members.
Pipeline Value (by Stage)
The value at each stage in the pipeline can give a great top-level view of your financial health, and also help identify potential bottlenecks in the sales process.
Do you have a lot of potential revenue tied up at the meeting stage? Maybe you have a lot of revenue potential tied up in proposals?
These insights can help you direct resources to weakest areas in your pipeline.
Image: SPOTIO pipeline visibility.
The average number of deals your reps close will identify whether your sales reps are winning more than they’re losing. If your close rate is low, then you can determine which reps are struggling to win deals and need further training or guidance.
The formula for this is:
# closed won deals / (# closed won deals + lost deals)
Average Deal Size
It’s important to know how much revenue the average deal brings in so that you can better allocate resources.
If 50% of your team is working to close enterprise accounts, but the average deal size is only $2,000, it would probably be a better use of resources to shift more reps onto smaller accounts.
Here’s a formula you can use:
Sum of the value of won deals/ # of won deals
Net New Revenue
This is both a directional and north star metric.
Sales teams need to be bringing in a specific amount of new revenue each month in order to hit annual quotas.
Failing to hit this number in a given month should prompt management to look closer at weekly performance and daily sales activities to identify weaknesses or bottlenecks in the sales process.
How to calculate it:
Gross revenue minus sales returns, allowances, and discounts.
Revenue by Territory
This is an important metric to track because it tells you where your most receptive and valuable markets exist. This level of insight can help dictate where you assign top sales performers.
You could re-assign them to a high-value territory, or bring them in to train reps in underperforming territories.
You can use a tool like SPOTIO’s Territory Manager to set goals, define territories, assign reps and track revenue performance:
Monthly Percentage of Goal
Each year, the C-Suite comes up with annual revenue goals they’d like to reach. And it’s up to marketing and sales to achieve them. With this metric in your monthly sales activity report, you can track progress and forecast whether you’ll hit quota as time goes on.
Cumulative sales MTD (in dollars) / the monthly goal (in dollars) = percentage of goal
40 Experts Reveal What They Track in Daily, Weekly and Monthly Sales Activity Reports
Weekly: Key Target Conversations, Meetings, Opportunities and Sales
Number of meetings booked (we can’t propose and close if we aren’t having any meetings)Pipeline (How much in revenue are we working towards? Our goal is to have 4x the amount of actual revenue needed)
2. Conversion Rates by Stage
3. Sales Velocity (Sales Cycle Time)
Srish Kumar Agrawal
1. #of meetings set by each Sales Rep.”
2. Lead Response Time of each Sales Rep.
3. # of Client Conversations by each Rep.
1. # of Outbound Calls
2. Rates of Up-Sell/Cross-Sell
3. Revenue Generated by each Sales Rep.
1. Source of Each New Opportunity that is Created
2. Customer Acquisition Cost
3. Lead Conversion Ratio
2. Net new revenue (monthly)
3. Net new clients closed (monthly)
4. Meetings booked, proposals sent, outreach emails sent, and response rates.
Even when business is good, it’s important to not sit still and plan for the future — there should always be some type of deal in the works so that if existing clients church, I can replace the revenue they represent.
2. New logos acquired
3. Revenue generated by role