Blog · Territory, capacity and quota planning
Five ratios that together describe whether a sales team is effective, each computed from exports the company holds: coverage at cadence, meeting-to-opportunity conversion, win rate by segment, revenue per touch, and share of wallet against the norm. Why activity counts and quota attainment are not among them, how the five are read together per rep, and the one-page view that replaces the activity dashboard.
A sales effectiveness dashboard usually shows calls, emails, meetings and attainment. Three of those are effort and one is an outcome, and none of them says whether the effort produced the outcome. Five ratios from the ledger and the CRM do. This guide sets out each, the chain they form, and the one page per rep.
| # | Ratio | Formula | Question | Source |
|---|---|---|---|---|
| 1 | Coverage at cadence | accounts touched at cadence ÷ assigned | Is the effort going where it should? | Activities, assignments, tiers |
| 2 | Meeting-to-opportunity | first meetings → qualified opportunity in window ÷ first meetings | Do meetings become pipeline? | Activities, pipeline |
| 3 | Win rate by segment | won ÷ (won + lost), per segment | Does pipeline become revenue? | Outcomes |
| 4 | Revenue per touch | revenue from touched accounts ÷ qualifying touches | What does the effort return? | Ledger, activities |
| 5 | Share of wallet vs norm | share ÷ segment norm, across the book | Is the base being grown? | Ledger, master, norms |
| Usual metric | Why it is not here |
|---|---|
| Calls per day | Effort without direction; rewards calling the same ten accounts |
| Emails sent | Effort without result |
| Meetings held | Effort; ratio 2 is what they produce |
| Quota attainment | Outcome that depends on the quota-setter as much as the rep |
Identifiers only.
| Rep | Coverage | Meeting conversion | Win rate (segment-adjusted) | Revenue per touch | Share of wallet vs norm | Where the chain breaks |
|---|---|---|---|---|---|---|
| R-04 | 53% | 13% | 31% | $2,100 | 0.7 | Effort placement and meetings |
| R-11 | 86% | 64% | 24% | $3,400 | 0.9 | Winning: pipeline is there, deals are lost |
| R-17 | 94% | 38% | 41% | $5,900 | 1.1 | Nothing; a benchmark for the team |
| R-22 | 49% | 40% | 36% | $6,200 | 1.0 | Effort placement: high return on a half-worked book |
Rep R-11 does everything right until the deal, and loses more than the segment's rate; that is a closing or pricing conversation. Rep R-22 returns the most per touch on half the book, which means the other half is where the next revenue is. Neither finding is visible in calls per day or attainment.
revenue from touched accounts + revenue from untouched accounts = rep's credited revenue
If ratio 4's numerator plus the untouched revenue does not equal the rep's total, an account is attributed twice.
Effort measured, result not. The dashboard of calls.
Result measured, effort not. The attainment league table.
Ratio 4 read alone. Inflated by touching only buyers; read with ratio 1.
Win rate unadjusted for segment. The enterprise rep looks bad for the segment.
Mapped once, the activities, the pipeline, the outcomes, the ledger and the norms produce the five ratios per rep, the chain reading and the identity every month. Covirage builds this from the exports as they are. The sales insights solution describes the setup, and the activity metrics guide covers why the first ratio replaces the activity dashboard.
Attainment is an outcome that depends on the quota as much as on the rep. A rep at 110 percent on a quota set too low and a rep at 85 on one set too high are not ranked by attainment; they are ranked by the quota-setter. The five ratios describe the rep's own effect on the chain, whatever the quota.
Revenue in the period from accounts the rep touched, over qualifying touches. It is the return on effort, and it separates a rep who touches sixty accounts for little from one who touches thirty for a lot. Read with coverage, because a rep can inflate it by touching only the accounts that already buy.
As a chain: effort placed, meetings converted, deals won, revenue returned, base grown. A rep low on one and high on the rest has one thing to fix, and the ratio names it. A rep low on all five has a different problem from one low on the third alone.