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 rep 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
Human Marketing | Marketing Manager
Daily: number of leads, number of opportunities, number of booked appointments.
Weekly: cost of acquisition, conversion of leads to opportunities.
Monthly: sales cycle length, revenue per deal, revenue per opportunity, closed lost/closed won deals.
Sales Hacker | Director of Sales Training and Consulting Services
First meeting conversions, First meeting show up rate, 2nd meeting show up rate.
Referral Rock | Director of Sales
Our top 3 Sales Activity metrics are number demos, number of emails, and number of calls. We track number of Demos on a weekly and monthly basis to ensure that reps are getting enough leads and converting those to demos.
We track number of emails sent/replied and number of calls placed/answered on a monthly basis to check that reps are a) completing enough activity and b) that activity is moving the sale forward.
CIENCE Technologies Inc. | Sales Executive
Meetings, opportunities, conversion to closed won deal.
SH1FT | Co-Founder
We monitor our close rate, lead to close time, lead source to close rate, average deal size and total deal size. We track our metrics monthly in our sales reports because we like to give ourself enough time to adapt.
When we tracked everything on a weekly basis, it didn’t allow us to have enough time to be creative to improve our sales results.
IPSP | Founder
We believe that outcomes are far more important than raw activities. So – on a daily basis, we encourage our clients to monitor advances. An advance is typically represented by a prospective customer committing to or completing an action that represents tangible progress in the buying/selling process.
In addition, on a weekly basis, we encourage them to monitor the volume and value of opportunities that have moved from one stage to the next (including closed won), as well as the volume and value of new opportunities that have been added to the pipeline.
Then, on a monthly basis, we encourage them to aggregate their progress, assess trends, analyze the reasons behind positive and negative variations, and identify any necessary corrective actions.
IRC Sales Solutions | CEO
The top three metrics that we track for sales activity reports are number of connection attempts, number of connections made, and average deal size. Connection attempts tells us how much effort they’re putting in, connections made tells us how well those efforts are going, and average deal size tell us how customers are responding to those connections.
Transcription Outsourcing, LLC | CEO
Number of calls, number of touch points, and sales made.
Anthony Cole Training Group | COO
Daily: Key Target Conversations and Sales
Weekly: Key Target Conversations, Meetings, Opportunities and Sales
Monthly: Pipeline, Continuations, Sales and % of Goal
KO Advantage Group Ltd. | President
Number of calls made (because we can’t get meetings without making phone calls to enough new prospects and clients)
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)
GrowthX | Founder
1. Number of Deals by Stage
2. Conversion Rates by Stage
3. Sales Velocity (Sales Cycle Time)
Srish Kumar Agrawal
A1 Future Technologies Pvt. Ltd. | Founder & CEO
- #of meetings set by each Sales Rep.”
- Lead Response Time of each Sales Rep.
- # of Client Conversations by each Rep.
- # of Outbound Calls
- Rates of Up-Sell/Cross-Sell
- Revenue Generated by each Sales Rep.
- Source of Each New Opportunity that is Created
- Customer Acquisition Cost
- Lead Conversion Ratio
SclaeX.ai | CEO
Data sourced and attempted, Digital Outreach (email, social and digital paid-ads) and Dials. Target per virtual BDR = 9,000 sales activities per month PLUS 50,000 Digital Paid-Ads.
SalesLeadership | President
I am going to give an atypical answer based on our current COVID-19 environment. Measure the “give” goal in your organization. How many times a week are are your salespeople helping clients outside of the contract. How many times is your sales team helping referral partners by providing introductions or insights? How many times is your sales team helping each other open and close business. Give is the metric to measure.
Imaginaire | Managing Director
New leads, conversion from lead to customer, time to conversion.
Jamjar | Director
Website impressions, form completions, lead to customer conversions.
FullStack Labs | CEO
We’re a little different as we record and send videos to new prospects instead of cold emails. So we monitor the number of videos recorded and sent each day, week, and month. Then we measure the number of new client meetings booked each week and month, and of course, new deals closed each month.
UNINCORPORATED | CEO / Founder
Landing page conversions. New opportunities & exploratory calls. Website traffic by source.
Flow SEO | Digital PR Specialist
We like to measure several key metrics, but at the top of the list, we have revenue from sales, revenue from each client, and the overall yearly growth pattern.
When we’re looking at our sales report, it’s important that we see the overall bottom line, as well as how we’re performing with each individual client. It’s also imperative to our strategies to understand if we are meeting the expectations set from the previous quarter.
Mailbird | CEO and Founder
Every company’s sales report looks different, because it’s important that we monitor metrics that are valid for our specific type of business. For us, we need to understand which percentage of our revenue is coming from new clients, as well as which percentage is being derived from existing clients.
Beyond those two metrics, we also need to understand how many current clients have recently renewed their services agreement. This provides us with an authentic map of what we’re seeing in terms of new and old business.
Beekeeper | Head of Content Marketing
Our top three sales metrics might be a little different than most, and they can change, depending on the quarter and what we happen to be focusing on at the moment.However, on a regular basis, we are always sure to monitor the revenue that we generate by market, by product and by sales professional.
We need to understand how our services are performing in different geographical areas, as well as which members of our marketing team are going above and beyond.
Kettlebell Workouts | CEO and Founder
Now is a time when it’s important to really keep an eye on what’s working, and what isn’t, so that we can pivot when necessary to maintain our successful, cost-effective strategies.
Our top three metrics that we have really been keeping an eye on include the success of our campaigns, seeing where we rank against our competitors, and understanding which markets show the best performance. This provides us with the right focus for our current quarter.
Greenback Expat Tax Services | Founder
Many of our clients stay with us for many years, but sometimes we do encounter clients who need help solving a particular problem. These are two metrics that we need to try to focus on: one-time clients and recurring clients.
Additionally, we like to see how this impacts our annual revenue.
DWR | Digital Strategist
Sales Growth, Sales Target, Lead Conversion Rate.
Bridges Strategies | President
We keep a close eye on the total amount of estimated revenue and quantity of deals in the stages of the funnel before a proposal. This helps us identify issues early. We also look at the close rate from proposal to closed won.
This helps us uncover potential issues in the exploratory phase.
Bedell Enterprises | Outsourced VP of Sales
I understand the use of metrics, but I’ve seen too many times when people leading sales teams rely too much on the metrics and not enough on results. If you hired good salespeople, all you need to do is tell them the results you want, give them the tools and coaching to achieve those goals and let them sell.
So measure what you want; results, not effort.
Whistle | CEOTotal
Sales, SQL to SAL, Customer NPS score.
Mr. Inside Sales | Owner, Mr. Inside Sales
Script grading adherence (obtained by listening to recorded calls and measuring adherence to the company accepted best practice approach, Closing ratio, calls to contact ratio.
Omniscient Digital | Co-founder
For our agency, we actually keep it very simple. We’re a small operation and our business is mostly built on referrals, but for outbound sales, we look at these metrics:
- Monthly recurring revenue
- Net new revenue (monthly)
- Net new clients closed (monthly)
- Meetings booked, proposals sent, outreach emails sent, and response rates
We could probably optimize some of our outbound, but honestly, we’re mainly focused on referrals and inbound for now.
The Blogsmith | SEO Content Strategist/Founder
As a freelancer who’s working to expand my business to more of an agency model, the most important metrics for me to track each week/month include meetings with new prospects, proposals sent, and opportunities in the pipeline.
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.
InsuranceForBurial.com | National Independent Agent
Proprietary CRM, Activity reports, Agent Summary.
RKD | Client Strategist
We monitor leads, qualified leads and sales.
Sales Training Werks | Founder, Creator of Great Monday Morning Sales Meetings
The key metrics we monitor are Client Engagement, Retention, and Upsell. If we’re not talking and connecting with our current and future clients… someone else certainly is.
When we’re good at Client Engagement, Retention is high and client turnover is low. We want to retain our current clients because it’s an indicator we are achieving our purpose goal to be a valuable resource to businesses assisting with their success. Little to no turn-over also means we are in continuous growth mode and not catch-up and maintenance mode. Plus, we know our customers will be a prime referral funnel.
Upsell… well we know our best customers are our current happy customers who want more of what we offer as their trusted advisor and their strategic business partner. This also keeps us fresh to continue to create and serve the ever-changing needs of the marketplace.
Sales Acceleration Group | Principal
# of new pipeline deals added by rep. each month/ # of touches needed to book a discovery call/ Conversion of discovery mtg. to pipeline deal.
Salesability | Founder – Chief Scale Officer
Revenue Booked – Lead to Proposal Conversion Rate – MQLs.
Staples | Vice President, Ssles
- Number of buying customers
- New logos acquired
- Revenue generated by role
AdQuick | Head of Growth & Marketing
- Local Sales – to monitor the impact that our company is having on our local area, so that we can see how to better utilize our local keywords for SEO.
- National and International Sales – this metric will allow us to see how well we are performing in different regions, so that we can pivot and make quick changes when needed.
- Individual Sales Stats – understanding which members of our sales team are performing better is important, so that we can offer assistance and additional resources to help those who may require it.