 Sales KPIs List

• Revenue per Customer Segment – Weekly, monthly, quarterly, or yearly income derived from each client category specified by the lead generation & research team as a percentage of total income gained.
• Percentage of Leads Pre Qualified – The number of prequalified leads forwarded by the lead generation & research team to the sales team.
• Percentage of Direct Time – The percent of time spent by a sales representative per shift on primary duties such as calls, visits, and tasks included in the list of key volume indicators for lead generation and research.
• Total Calls per Day – Average total number of unique sales leads & customer research phone calls conducted by each sales representative daily.
• Talk Time Percentage of Total Work Time – The percent of time spent by a sales representative per shift on inbound and outbound calls with sales leads.
• Total Visits per Day – Average total number of site visits performed with prospective clients by a sales agent per day.
• Percentage of Indirect Time – Percent of time a sales agent spent on activities irrelevant to their lead generation or research function.
• Leads Generated per Support Staff – The total number of unique sales leads created divided by the total number of team members producing leads.
• Lead Generation Yield – Total percentage of calls and website visits that turn into profitable leads.
• Cost per Lead Generated – Total expenses incurred divided by the number of leads generated within a specific term.
• Total Inbound Calls per Day – Total number of business calls initiated by each lead generation staff member daily.
• Total Outbound Calls per Day – Total number of business calls received by each lead generation staff member daily.
• Account Executive Quotes – Average number of leads each account executive provided sales quotes for.
• Account Executive Sales – Average number of sales made by each account executive.
• Lead List Cycle Time – Amount of time a sales agent spends going down on a new list of leads.
• Existing Customers Quoted – Total percentage of existing customers quoted in a specific time period.

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• Average Revenue per Unit – Average income per sale by merchandise line.
• Cost per Conversion – Total sales direct cost divided by the number of actual sales.
• Reject Order Volume – Total number of order rejections the department attends to in a specific term.
• Quotes Issued Volume – Total number of sales quotes issued to prospective customers.
• Percentage of Issued and Not Paid – Total percentage of issued quotes that are still unpaid.
• Dropout Percentage from Pre-Issue Meeting to Not Paid – Total percentage of issued quotes that are still unpaid compared to the total number of client meetings.
• Quotes Generated – The quotes generated KPI measures and tracks the number of quotes created by the sales team. The higher this metric, the greater the chance of driving up the company’s sales figures due to the increased engagement with clients by delivering quotations containing product quantities and pricing information.
• Leads Closed – Number of sales generated per team.
• Percentage of Lead Conversion to Meeting – Percentage of leads that led to a follow-up sales meeting.
• Percentage of Meeting Conversion to Quote – Percentage of client meetings that led to the issuance of sales quotas.
• Cycle Time from First Meeting to Client Signature – Total days/hours/minutes needed to close a deal during an initial client meeting.

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• Total Sales – Total amount of sales each sales agent closed within a specific term.
• Territory Revenue – Total monthly gross income generated from the sale of a qualified product in a specified area.
• Inside Sales Management Ratio – Total number of sales agents under each manager.
• Sales Systems Proficiency Rating – Average individual score of a sales agent on a sales system mastery test.
• Number of Hours in Training – Number of hours spent by each sales agent on training in a particular period (daily/weekly/monthly).
• Number of Sales Completed during Call Blitzes – Average number of sales generated by each sales agent during a full day of cold-calling.
• Total Calls per Day – Total number of outgoing and incoming calls each sales agent deals with per day.
• Total Inbound Calls per Day – Total number of incoming calls each staff member takes per day.
• Total Outbound Calls per Day – Total number of outgoing calls each sales agent makes per day.
• Percentage of Sales Calls – Percentage of all incoming and outgoing calls that falls under the “sales call” category as defined by the company.
• The number of Inside-Assisted Outside Sales Calls – Number of calls handled by an inside sales agent to assist an outside sales agent.
• Average Speed of Answer (ASA) – Average amount of time needed to take an inbound call.
• After-Call Work Time (ACW) – Amount of time needed to input call details into the system  following a phone call.
• Average Handle Time (AHT) – Average duration of all incoming and outgoing calls.
• Talk Time Percentage of Total Work Time – Percent of time a sales agent spent on an incoming or outgoing call.
• Number of Relationship Reviews – Total number of relationship audit accomplished by each sales agent.
• Number of WebEx Presentations – Total number of WebEx presentations presented by the sales agent.
• Number of Voicemail Messages – Total number of voice messages left for sales agents.
• Sales by Segment – Average total amount of sales per product category sold by each sales agent in a given term.
• Length of Customer Relationship – Total length of time a client has stayed with the firm and the sales agent.
• Turnover Rate per Inside Sales Group – Total amount of products sold by sales agents per group in a given term.
• Number of Tickets/Cases Created per Person – Total number of tickets initiated by each sales agent.
• Number of Tickets/Cases Created per Region/Team – Total number of tickets forwarded by sales agents per region to the support group.

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• Total Sales – Total amount of sales finalized by each sales agent in a given term.
• Sales per Region – Total number of sales per area as specified by the firm.
• Total Visits per Day – Total number of visits performed by each sales agent with potential leads per day.
• Number of Hours in Training – Number of hours spent by each sales agent on training in a particular period.
• Total Calls per Day – Total number of incoming and outgoing calls conducted by each sales agent per day.
• Total Inbound Calls per Day – Total number of incoming calls received by each sales agent per day.
• Total Outbound Calls per Day – Total number of outgoing calls made by each sales agent per day.
• Percentage of Sales Calls – Percentage of all incoming and outgoing calls that falls under the “sales call” category as defined by the company.
• Average Handle Time (AHT) – Average length of all inbound and outbound calls.
• Talk Time Percentage of Total Work Time – Percentage of a sales agent’s time consumed on incoming and outgoing calls.
• Percentage of Direct Time – The percentage of a sales agent’s working time consumed on primary duties such as calls, visits, and tasks included in the key volume indicators for lead generation and research.
• Percentage Indirect Time – Percentage of a sales agent’s time consumed on tasks irrelevant to lead generation and research.
• Territory Revenue – Total monthly gross income generated from the sale of a qualified product in a specified area.
• Schedule Adherence – Percentage of scheduled assignments accomplished.
• Schedule Attainment – Percentage of all assignments accomplished, both planned and unplanned, divided by the number of total scheduled assignments.
• Number of Cross-Selling Opportunities – Number of opportunities for cross-selling in a specified term.
• Number of Manager Hours Spent Coaching – Number of hours spent by a manager in training a sales agent within a specified term.
• Number of Representative Hours Spent Coaching – Number of hours in a specified term where sales agents were trained by managers.
• Sales Systems Proficiency Rating – Average individual score of a sales agent on a sales system mastery test.
• Number of Sales Completed during Call Blitzes – Average number of sales generated by each sales agent during a full day of cold-calling.
• Number of Relationship Reviews – Total number of relationship audit accomplished by each sales agent.
• Number of WebEx Presentations – Total number of WebEx presentations presented by the sales agent.
• Number of Voicemail Messages – Total number of voice messages left for sales agents.
• Sales by Segment – Average total amount of sales per product category sold by each sales agent in a given term.
• Length of Customer Relationship – Total amount of products sold by sales agents per group in a given term.
• Turnover Rate per Outside Sales Group – Total amount of products sold by sales agents per group in a given term.
• Number of Tickets/Cases Created per Person – Total number of tickets initiated by each sales agent.
• Number of Tickets/Cases Created per Region/Team – Total number of tickets forwarded by sales agents per region to the support group.

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• Territory Revenue – Total monthly gross income generated from the sale of a qualified product in a specified area.
• Revenue Targets by Team – Total number of teams that met their sales goals.
• Revenue Targets by Employee – Total number of staff members who met their sales goals.
• Sales Support Cost Percentage – Percentage of sales costs divided by total income.
• Percentage Meeting Cycle Time Service Level Agreement (SLA) – Percentage of sales agents who fulfill their cycle time SLA.
• Gross Margin per Account Executive – Total monthly gross margin accomplished by each account executive.
• Profitable Employee Share per Sales Group – Percentage of each sales unit that is productive in a specific term.
• Percentage of Account Executives by Product Type – Percentage of account executives who sell a specific product group.

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• Churn Rate – The churn rate is the rate of attrition or the rate at which clients are lost. For a company to expand its customer base and increase its sales figures, the customer growth rate must be higher than the customer churn rate. This KPI measures the customer churn rate over time.
• Customer Lifetime Value (LTV) – The Customer Lifetime Value (LTV) is the total value generated per customer account over the customer’s anticipated length of time as the company’s client. Businesses use this metric to identify customer segments that are the most valuable to the company.
• Growth Rate – The customer growth rate KPI measures and tracks the customer growth rate over time. It is derived as the rate of change at which a company’s customer base grows and shrinks. And it is calculated by dividing new customers for a period by the total customer-base for the same period.
• Lead Response Rate – The Lead Response Rate is the percentage of leads to which sales team has responded over time. It is calculated as the average time between when leads are first created and first responded to by the sales team: this KPI measures and tracks the Lead Response Rate over time.
• Monthly Recurring Revenue (MRR) – The Monthly Recurring Revenue (MRR) is the recurring income that a business can count on receiving every month. It is also called predictable revenue. It is calculated by multiplying the total number of paying customers by the average revenue per customer. This KPI measures the differences in the MRR metric.
• Opportunity-Win Ratio – The Opportunity Win Rate measures how many sales opportunities are won in relation to the total number of opportunities created. The higher this rate, the more successful the sales team is at closing deals. This KPI tracks and measures the increase and decrease in the Opportunity Win Rate over time.
• Percentage of Sales Reps Attaining Quota – All sales reps are assigned a monthly quota that they either meet or miss. This KPI tracks and measures the percentage of sales reps that meet quota over time. The higher this metric, the higher the sales numbers, and the greater the company’s profitability metrics.
• Sales by Lead Source – The Sales by Lead Source determines where the company generates its sales. It is essential to have several different sales sources to reduce the risk of losing money if the source dries up. This KPI tracks and measures the sales numbers in relation to each lead source over time.

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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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• Measure properties lost – This KPI measures and tracks the number of properties (rentals or investments) lost over time. The greater this metric, the less profitable the company. The lower this number, the more successful and profitable the company.
• Measure your prospecting pipeline – The prospecting pipeline is defined as the first point in the sales funnel. It is the point where prospective new clients are identified. This KPI measures and tracks the prospecting pipeline’s health. The greater the number of prospects, the greater the chance of converting prospects into returning customers.
• Measure your database contacts (Hot, Warm and Cold Leads) – Not all leads or prospects have the same potential. It is essential to divide your database contacts into three categories: hot, warm, and cold. This KPI measures and tracks your success at dividing up these leads into the three categories: hot, cold, and warm.
• Measure your call connects – The call connects KPI measures and tracks the number of calls that are picked up by the callee or prospect in relation to the total number of calls made. The higher this metric, the greater the chance of converting leads or prospects into returning clients.
• Measure your appraisals – Performance appraisals are an essential human resource tool used to measure employee engagement and success. This KPI measures and tracks the business development manager’s employee performance appraisals that have been conducted.
• Measure your networking events attended and the connections made – Networking events are a useful tool to make connections and gather sales prospects. This KPI tracks and measures the number of networking events attended and the number of new contacts made.
• 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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