 Sales KPIs List

• Revenue per Customer Segment – We endeavor to increase revenue per customer segment by optimizing strategies for each client category to maximize their contribution to total income.
• Percentage of Leads Pre Qualified – We endeavor to increase the percentage of leads prequalified by the lead generation team to ensure higher-quality prospects for the sales team.
• Percentage of Direct Time – We endeavor to increase the percentage of direct time spent by sales representatives on primary duties like calls, visits, and key volume indicators.
• Total Calls per Day – We endeavor to increase the total calls per day made by each sales representative to enhance outreach and lead generation efforts.
• Talk Time Percentage of Total Work Time – We endeavor to improve the talk time percentage of total work time by ensuring sales representatives spend more time engaging with leads.
• Total Visits per Day – We endeavor to increase the total visits per day by sales agents to build stronger relationships with prospective clients.
• Percentage of Indirect Time – We endeavor to reduce the percentage of indirect time spent by sales agents on non-relevant activities to enhance productivity.
• Leads Generated per Support Staff – We endeavor to increase the number of leads generated per support staff member by optimizing their efficiency and tools.
• Lead Generation Yield – We endeavor to improve the lead generation yield by increasing the percentage of calls and website visits that convert into profitable leads.
• Cost per Lead Generated – We endeavor to reduce the cost per lead generated by optimizing expenses and improving lead conversion rates.
• Total Inbound Calls per Day – We endeavor to increase the total inbound calls per day handled by lead generation staff to capture more potential leads.
• Total Outbound Calls per Day – We endeavor to increase the total outbound calls per day made by lead generation staff to improve outreach efforts.
• Account Executive Quotes – We endeavor to increase the average number of sales quotes provided by each account executive to boost sales opportunities.
• Account Executive Sales – We endeavor to increase the average number of sales made by each account executive to maximize revenue.
• Lead List Cycle Time – We endeavor to reduce the lead list cycle time by enabling sales agents to process new lead lists more efficiently.
• Existing Customers Quoted – We endeavor to increase the percentage of existing customers quoted during a specific time period to maximize upselling and retention opportunities.

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• Average Revenue per Unit – We endeavor to increase the average revenue per unit by optimizing pricing strategies and focusing on higher-value merchandise lines.
• Cost per Conversion – We endeavor to reduce the cost per conversion by minimizing direct sales costs while maintaining or increasing the number of actual sales.
• Reject Order Volume – We endeavor to reduce the reject order volume by addressing and resolving issues that lead to order rejections.
• Quotes Issued Volume – We endeavor to increase the quotes issued volume to provide more opportunities for converting prospective customers into sales.
• Percentage of Issued and Not Paid – We endeavor to reduce the percentage of issued and not paid quotes by implementing strategies to ensure timely payment from clients.
• Dropout Percentage from Pre-Issue Meeting to Not Paid – We endeavor to reduce the dropout percentage from pre-issue meeting to not paid by improving follow-up and client commitment strategies.
• Quotes Generated – We endeavor to increase the number of quotes generated by the sales team to drive higher client engagement and potential sales.
• Leads Closed – We endeavor to increase the number of leads closed by boosting the sales team’s effectiveness in generating conversions.
• Percentage of Lead Conversion to Meeting – We endeavor to increase the percentage of lead conversion to meeting by improving the quality of initial engagement and follow-up strategies.
• Percentage of Meeting Conversion to Quote – We endeavor to increase the percentage of meeting conversion to quote by enhancing client interactions and aligning with their needs during meetings.
• Cycle Time from First Meeting to Client Signature – We endeavor to reduce the cycle time from first meeting to client signature to close deals more efficiently and promptly.

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• Total Sales – We endeavor to increase total sales by enabling each sales agent to close more deals within a specific term.
• Territory Revenue – We endeavor to increase territory revenue by optimizing sales strategies and focusing on qualified products in specific areas.
• Inside Sales Management Ratio – We endeavor to improve the inside sales management ratio by balancing the number of sales agents assigned to each manager for effective supervision.
• Sales Systems Proficiency Rating – We endeavor to improve sales systems proficiency ratings by ensuring sales agents master the tools and processes needed for success.
• Number of Hours in Training – We endeavor to increase the number of hours spent on training to enhance sales agents’ skills and performance.
• Number of Sales Completed during Call Blitzes – We endeavor to increase the number of sales completed during call blitzes by improving preparation and targeting strategies.
• Total Calls per Day – We endeavor to increase the total calls per day to enhance engagement and lead generation opportunities.
• Total Inbound Calls per Day – We endeavor to increase the total inbound calls per day to capture more customer queries and potential sales.
• Total Outbound Calls per Day – We endeavor to increase the total outbound calls per day to reach more prospects and expand market reach.
• Percentage of Sales Calls – We endeavor to increase the percentage of sales calls to focus on revenue-generating interactions.
• The number of Inside-Assisted Outside Sales Calls – We endeavor to improve the number of inside-assisted outside sales calls to enhance collaboration between inside and outside sales teams.
• Average Speed of Answer (ASA) – We endeavor to reduce the average speed of answer (ASA) to improve response times for inbound calls.
• After-Call Work Time (ACW) – We endeavor to reduce after-call work time (ACW) by streamlining post-call processes.
• Average Handle Time (AHT) – We endeavor to reduce average handle time (AHT) while maintaining call quality to boost overall efficiency.
• Talk Time Percentage of Total Work Time – We endeavor to increase the talk time percentage of total work time to focus on meaningful client interactions.
• Number of Relationship Reviews – We endeavor to increase the number of relationship reviews to strengthen client relationships and retention.
• Number of WebEx Presentations – We endeavor to increase the number of WebEx presentations conducted by sales agents to improve virtual engagement with prospects.
• Number of Voicemail Messages – We endeavor to reduce the number of voicemail messages left for sales agents by improving real-time communication methods.
• Sales by Segment – We endeavor to increase sales by segment by focusing on product-specific strategies and enhancing agent expertise.
• Length of Customer Relationship – We endeavor to increase the length of customer relationships by improving customer satisfaction and loyalty.
• Turnover Rate per Inside Sales Group – We endeavor to increase the turnover rate per inside sales group by driving group-level performance and collaboration.
• Number of Tickets/Cases Created per Person – We endeavor to increase the number of tickets/cases created per person to enhance problem-solving and customer service.
• Number of Tickets/Cases Created per Region/Team – We endeavor to increase the number of tickets/cases created per region/team to provide better support and faster resolutions.

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• Total Sales – We endeavor to increase total sales by enabling sales agents to close more deals within a given term.
• Sales per Region – We endeavor to increase sales per region by optimizing sales strategies for specific areas to boost regional performance.
• Total Visits per Day – We endeavor to improve the total visits per day by enhancing sales agents’ outreach efforts with potential leads.
• Number of Hours in Training – We endeavor to increase the number of hours spent in training to ensure sales agents are well-equipped with skills and knowledge.
• Total Calls per Day – We endeavor to increase the total calls per day to enhance engagement with prospects and clients.
• Total Inbound Calls per Day – We endeavor to increase the total inbound calls per day to capture more customer queries and opportunities.
• Total Outbound Calls per Day – We endeavor to increase the total outbound calls per day to expand reach and generate more leads.
• Percentage of Sales Calls – We endeavor to increase the percentage of sales calls to prioritize revenue-generating interactions.
• Average Handle Time (AHT) – We endeavor to reduce average handle time (AHT) while maintaining the quality of inbound and outbound calls.
• Talk Time Percentage of Total Work Time – We endeavor to increase the talk time percentage of total work time to maximize meaningful client interactions.
• Percentage of Direct Time – We endeavor to increase the percentage of direct time spent on primary duties like calls, visits, and lead generation tasks.
• Percentage Indirect Time – We endeavor to reduce the percentage of indirect time spent on tasks irrelevant to lead generation and sales.
• Territory Revenue – We endeavor to increase territory revenue by driving higher sales performance in specified areas.
• Schedule Adherence – We endeavor to improve schedule adherence by increasing the percentage of scheduled assignments accomplished on time.
• Schedule Attainment – We endeavor to improve schedule attainment by ensuring a higher completion rate of both planned and unplanned assignments.
• Number of Cross-Selling Opportunities – We endeavor to increase the number of cross-selling opportunities by identifying and leveraging related product offerings.
• Number of Manager Hours Spent Coaching – We endeavor to increase the number of manager hours spent coaching to support sales agents in developing their skills.
• Number of Representative Hours Spent Coaching – We endeavor to increase the number of representative hours spent coaching to enhance agent proficiency and performance.
• Sales Systems Proficiency Rating – We endeavor to improve sales systems proficiency ratings by ensuring mastery of tools and processes among sales agents.
• Number of Sales Completed during Call Blitzes – We endeavor to increase the number of sales completed during call blitzes to boost daily sales activity.
• Number of Relationship Reviews – We endeavor to increase the number of relationship reviews to strengthen client relationships and retention.
• Number of WebEx Presentations – We endeavor to increase the number of WebEx presentations to improve virtual engagement with prospects and clients.
• Number of Voicemail Messages – We endeavor to reduce the number of voicemail messages left by improving real-time communication and response rates.
• Sales by Segment – We endeavor to increase sales by segment by focusing on product-specific strategies to enhance category performance.
• Length of Customer Relationship – We endeavor to improve the length of customer relationships to foster long-term loyalty and repeat business.
• Turnover Rate per Outside Sales Group – We endeavor to increase the turnover rate per outside sales group by driving group-level sales performance.
• Number of Tickets/Cases Created per Person – We endeavor to increase the number of tickets/cases created per person to enhance customer service and issue resolution.
• Number of Tickets/Cases Created per Region/Team – We endeavor to increase the number of tickets/cases created per region/team to ensure timely support and customer satisfaction.

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• Territory Revenue – We endeavor to increase territory revenue by driving higher sales performance in specified areas.
• Revenue Targets by Team – We endeavor to increase the percentage of teams that meet their revenue targets by enhancing collaboration and performance strategies.
• Revenue Targets by Employee – We endeavor to increase the percentage of employees who meet their revenue targets through improved support and training.
• Sales Support Cost Percentage – We endeavor to reduce the sales support cost percentage by optimizing resources and controlling sales-related expenses.
• Percentage Meeting Cycle Time Service Level Agreement (SLA) – We endeavor to increase the percentage of sales agents who fulfill their meeting cycle time service level agreements (SLAs).
• Gross Margin per Account Executive – We endeavor to improve the gross margin per account executive by enhancing their productivity and sales performance.
• Profitable Employee Share per Sales Group – We endeavor to increase the profitable employee share per sales group by improving team efficiency and individual contributions.
• Percentage of Account Executives by Product Type – We endeavor to increase the percentage of account executives specializing in specific product groups to enhance expertise and sales effectiveness.

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• Churn Rate – We endeavor to reduce the churn rate by enhancing customer satisfaction and retention strategies to maintain and grow the customer base.
• Customer Lifetime Value (LTV) – We endeavor to increase customer lifetime value (LTV) by fostering long-term customer relationships and maximizing the value generated from each account.
• Growth Rate – We endeavor to increase the customer growth rate by attracting new customers at a rate higher than the churn rate.
• Lead Response Rate – We endeavor to improve the lead response rate by reducing the time it takes for sales teams to respond to new leads.
• Monthly Recurring Revenue (MRR) – We endeavor to increase monthly recurring revenue (MRR) by growing the customer base and enhancing the average revenue per customer.
• Opportunity-Win Ratio – We endeavor to increase the opportunity-win ratio by improving the sales team’s effectiveness in converting opportunities into successful deals.
• Percentage of Sales Reps Attaining Quota – We endeavor to increase the percentage of sales reps attaining their quota by providing better support, training, and resources.
• Sales by Lead Source – We endeavor to improve sales by lead source by diversifying and optimizing lead sources to ensure consistent revenue growth.

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• Handle all advertising activities.
• Hold seat on a community organization board of directors.
• Hold weekly sales meetings.
• Maintain all pricing.
• Maintain margin guidelines.
• Monitor goal progress per salesperson.
• Perform annual evaluation of sales staff.
• Process estimating for large commercial bids.
• Review & approve monthly sales commission reports.
• Set annual sales goal per truck.
• Set annual sales goals per sales person.
• Set Sales Commission Program Guidelines.
• Supervise the sales force for both stores.

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• Assist in any other area’s as necessary.
• Attend no less than 2 networking functions monthly.
• Contact scheduled appointments in a timely manner.
• Coordinate all trade show activities.
• Follow up on job issues with field techs.
• Gather all required information for data entry of jobs.
• Input estimate/order into FieldOps.
• Meet or exceed established monthly sales goals.
• Perform post-installation quality control inspection.
• Perform proper site check.
• Present all available product to clients.
• Promptly respond to customer inquiries.
• Return telephone calls within 1 hour.
• Speak to civic organization/lunch & learn’s as requested.
• Submit monthly sales report to be eligible for commission.

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• Establishing Appropriate Expectations – Properly establish expectations with parents and student’s about anticipated progress and recommended guidelines for students attendance, behavior, and engagement as part of the enrollment process.
• Lead Follow-Up – Follow the company protocol to follow up with leads by phone, email, and in-person, to answer any inquiries, overcome any objections, encourage leads to visit the center, and sell the Mathnasium program.
• Responding to Leads – Prioritize time to be available for and effectively respond to leads in-person, by phone, from email, and from the microsite who inquire about Mathnasiums services.
• Sales & Lead Conversion – Effectively selling the Mathnasium program and convert leads into a customer by enrolling them for services including properly utilizing the M-A-T-H model and all available sales resources (enrollment forms, parent packs, sample binders, etc.)
• System – Radius and Google – Properly use center management software (Radius and Google) to maximize lead conversion through effective lead data entry and task management.

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• Online Reviews – Encourage parents/customers to review the business online through listen 360, yelp, and/or Google, in addition to, monitoring and responding to online reviews to ensure the center is properly represented online.
• Referral Program – Properly execute the referral program by encouraging current customers to refer to family and friends, in addition too, reminding parents of the referral program during parent conferences, updates, and other opportunities.

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• Basic Bumf Layouts.
• Briefing designers on interior design for clients.
• Compiling Client Proposals.
• Compiling preliminary (1 Pager) budgets.
• Conceptualize and arrange marketing material including gifts, press releases, communication, etc.
• Contact Property Brokers and other lead sources in order to build relationships and obtain leads.
• Ensure the targeting and chasing the correct level/ caliber/ value of jobs.
• Issue a Sales Report.

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• Conduct and participate in product training.
• Coordination with a sales representative.
• Follow up with existing customers to generate sales.
• Generate leads, call prospective customers, and schedule appointments for sales representatives.
• Generate new leads and customer database through web research, magazine, industrial directory, and other sources.
• Handle inquiries by mail/phone & forward to a sales representative.
• Maintain and update customer contacts in CRM on a daily basis.
• Prepare sales quotations and proposals for the customer.
• Provide technical support to customers and sales representatives.
• Providing pricing, stocking information, delivery status, technical specifications to customers, and sales representatives.
• Report weekly sales activities to direct manager.
• Resolve customer complaints questions and concerns.

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• Increase the total opportunities won per month – The total opportunities won per month identifies the point where customers tend to drop off the sales pipeline. With this knowledge, you and your sales team can monitor and prevent it through the implementation of preventative actions.
• Improve the lead to opportunity conversion rate – The lead to opportunity conversion rate KPI tracks the percentage of leads that turned into opportunities each month. The sales process keeps on moving when you qualify a lead and then convert it to a contact. The higher the number of leads converted to opportunities, the greater the sales figures.
• Improve the opportunity to won opportunity conversion rate – The opportunity to won opportunity conversion rate measures the percentage of prospects that are turned into paying customers every month. This higher this rate, the higher the company’s growth and income metrics.
• Improve the Average Contract Value (ACV) – The Average Contract Value (ACV) represents the average value of each sale. By effectively quantifying this value, the sales team can grasp how valuable a potential opportunity can be.
• Improve the average lead to opportunity time (in days) – The average lead to opportunity time (in days) indicates the time it takes to convert a lead into an opportunity. The shorter this time, the greater the number of leads can be converted into opportunities in the same number of days.
• Increase the number of emails sent – The number of emails sent indicates the total number of emails sent during an outbound lead generation. The higher this figure, the greater the chance of creating leads, converting leads into opportunities, and ultimately, increasing new customer conversions.
• Increase the number of outbound calls – The number of outbound calls represents the total number of calls made during the outbound lead generation. The greater the number of outbound calls made increases the company’s chance of converting leads into paying customers.
• Improve the number of email opens per campaign – The number of opens per campaign measures and tracks the total number of people who open an email sent during an outbound approach. The higher this metric, the greater the chance of creating leads and converting them into new customers.
• Improve the email open rate per campaign – The email open rate per campaign measures the percentage of people who open an email from an outbound approach. The higher this rate, the greater the chance of creating leads, converting them into opportunities, and finally, new customers.
• Increase the number of responses received – The number of responses received measures the number of email recipients who replied out of the total number of sent emails.
• Improve the lead response time – The lead response time measures the time it takes to convert a lead into an opportunity, and then into a new customer. When it comes to lead response, speed is essential to increasing the sales team’s success rate. New prospects believe that a responsive company equals a good company.
• Improve the rate of contact – The rate of contact measures and tracks the outbound call volume. Every good sales manager wants to ensure that the outbound call volume is high. Agents should generate about 32 opportunities per 1 000 outbound calls. If the high call volumes aren’t bearing fruit, its time to implement remedial action.
• Improve the rate of follow up contact – The rate of follow-up contact measures the percentage of follow up calls that convert into sales. Statistics show that 10% of sales are closed on the fourth contact, and 80% are closed from the fifth contact. It is essential to track this metric, ensuring the necessary follow-up calls are made.
• Increase the number of clicks from the sales follow-up emails – The number of clicks from the sales follow-up emails KPI measures and tracks the number of clicks generated as a result of an outbound marketing campaign. The higher this metric, the greater the chance of converting leads into paying customers.
• Increase social media usage – The social media usage KPI measures the extent to which your sales team is active on social media. Social media is one of the primary drivers of customer engagement. And it is a useful and successful tool to convert new customers.
• Improve the usage rate of marketing collateral – The usage rate of marketing collateral KPI measures the success rate of the marketing collateral used by the sales team. Not all types of media materials are well received by the brand’s target audience. This metric must be tracked to determine how best to reach the brand’s target audience.
• Improve the opportunity- to-win ratio – The opportunity to win ratio KPI measures how many opportunities your sales team has won in relation to the total number of opportunities created. The higher the number of successful opportunities versus the total number of potential customers, the greater the chance of converting prospects into paying customers.

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• Deals lost – We endeavor to reduce the number of deals lost over time to maintain and enhance the company’s profitability.
• Prospecting pipeline – We endeavor to improve the health of the prospecting pipeline by identifying and engaging with more prospective new clients.
• Database contacts (Hot, Warm and Cold Leads) – We endeavor to improve the categorization of database contacts into hot, warm, and cold leads to enhance lead management and prioritization.
• Call connects – We endeavor to increase the number of call connects by improving call strategies to reach more prospects and convert them into returning clients.
• Frequency of appraisals – We endeavor to improve the frequency and quality of performance appraisals conducted by the business development manager to boost employee engagement and success.
• Networking events attended and the connections made – We endeavor to increase the number of networking events attended and the connections made to expand sales prospects and business opportunities.
• Achieve personal sales targets by developing new business with existing and potential clients – All sales staff have targets measured over time, including monthly, quarterly, six-monthly, and annually. Successful new business development leads to sales from existing and new clients. This KPI tracks and measures the extent to which sales targets are met due to developing new business with existing and potential clients.
• Take a solution and a consultative sell approach to ensure clients’ needs are accurately met – A business solution, coupled with the consultative sell approach, is designed to ensure that every client’s needs are accurately met. This KPI tracks and measures the extent to which the new business development manager can sell a business solution using the consultative sell approach.
• Create and implement a structured plan to achieve set – New business targets are designed to set achievable goals for every employee in this department. These goals are developed as part of an implementable structured plan. This KPI tracks and measures the new business development manager’s ability to create and implement a structured program to help employees achieve predefined targets.
• Develop and implement sales strategies – The development and implementation of sales strategies are a fundamental part of the company’s success. Without a well-defined strategy setting out how to drive sales growth and new business development, the company cannot succeed. This KPI measures how well the new business development manager develops and implements these strategies.
• Undertake cold calling, ensuring that the number of calls meets call targets as set by management – Cold calling is a vital part of gathering new prospects. This KPI measures and tracks the number of cold calls made, ensuring that this metric meets the targets set by management. The higher the number of cold calls made, the greater the chance of converting new prospects into customers.
• Schedule and attend client meetings, ensuring that number of meetings meets targets as set by management – This KPI tracks and measures the number of client meetings scheduled and attended over time. It also measures the ratio of planned and attended client meetings versus the number of targeted meetings set by management.
• Participate in sales campaigns to drive revenue and increase product growth – Structured sales campaigns are a requirement to drive new business development, increase sales revenue, and product growth. This KPI tracks and measures the extent to which the new business development manager participates in these sales campaigns.
• Help the business grow social media product sales – Social media has become a primary way of connecting with prospective and existing customers. This KPI measures and tracks the extent to which the new business development manager participates in the social media campaigns designed to drive product sales.
• Actively and successfully manage the sales process – The sales process includes lead generation, credentials pitch, asking questions, solution pitch, negotiation, close, and handover to the account management team. This KPI measures and tracks the new business development manager’s involvement in, and management of, this process.
• Prepare proposals, detailed costings, and contract documents for review by the sales director before negotiations with clients – The preparation of proposals, detailed costings, and contract documents for review by the sales director before negotiations with clients is vital. This KPI tracks and measures how well the new business development manager facilitates and manages this process.
• Develop new business relationships – The process of developing new business relationships is a continuous part of the company’s lifecycle. This KPI measures and tracks how well the new business development manager develops business relationships with new prospects.
• Present effective and professional presentations on products and services – Effective and professional presentations on products and services are crucial in converting prospects into customers and driving sales figures up. This KPI tracks and measures how effective and professional the new business development manager’s presentations are.
• Develop, maintain, and apply a high-level knowledge of the company’s portfolio of products and services – The new business development manager must develop, maintain, and apply a high-level knowledge of the company’s portfolio of products and services. Without this knowledge, the new business development department cannot be successful. This KPI measures the manager’s understanding of the company’s portfolio of products and services.
• Report on sales, activity, and performance as required by the sales director – Part of the new business development manager’s role is to report on sales activity and performance as required by the sales director. This KPI measures the extent to which the new business development manager meets this requirement.
• Ensure new business activities comply with legal and ethical standards – All new business activities must comply with legal and ethical standards. This KPI measures and tracks the extent to which the new business development manager ensures that all sales strategies and other new business activities comply with legal, moral, and ethical standards.
• Actively monitor market trends through personal contact with clients and industry associated meetings/events and seminars – The monitoring of market trends via personal contact with clients and industry associated meetings/events and seminars is an essential part of new business development. This KPI tracks and measures the new business development manager’s involvement in monitoring marketing trends via personal contact with clients.
• Deliver an unparalleled client experience at all times, ensuring client needs are met or exceeded – An unparalleled client experience at all times, ensuring client needs are met or exceeded, is a critical part of any new business strategy. Good customer service drives repeat sales and brings in new customers through word-of-mouth. This KPI measures the manager’s ability to manage the customer experience process.
• Proactive and responsive to clients and prospective clients – Being proactive and responsive to clients and prospective clients will convert prospective customers into loyal clients. Being responsive to existing clients will drive sales and business growth metrics. This KPI measures and tracks the extent to which the business development manager is proactive and responsive to clients and prospects.
• Deliver an outstanding sales process and sales support to clients – This KPI tracks and measures the extent to which the business development manager ensures that the sales department delivers an outstanding sales process and sales support to clients.
• Proactively develop and improve processes to service clients – Proactively develop and improve processes to service clients
• Transition new clients smoothly and successfully to the account management team – New customers must be transitioned smoothly and successfully to the account management team; otherwise, the business runs the risk of losing them. This KPI measures and tracks the extent to which new clients are transitioned successfully to the account management team.
• Develop an efficient communication procedure to alert account management teams of issues that impact client delivery or service – It is critical to alert account management teams of issues that impact client delivery or service timeously. The business development manager must develop an efficient communication procedure to address this need. This KPI measures the extent to which the business development manager address this requirement.

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