A hub for the industry KPI pages on this site. For each of thirty-one industries and functions, from wholesale distribution and foodservice to commercial banking, law firms, freight, pharma, SaaS and sports, one page lists the ten measures that matter, each with its formula, the export it comes from and what it tells you, plus the three measures most teams in that industry miss, the figures to drop, the identity behind each table and who should own what. This page lists them all with the measure each industry most often overlooks.
Every industry has its own unit of business and its own blind spot. These pages take each in turn: ten measures, each with a formula and a source.
| Industry | The measure most often missed | Page |
|---|---|---|
| Wholesale distributors | Contribution per customer after cost to serve | Sales KPIs for wholesale distributors |
| Industrial distributors | Lost lines: orders a stock-out turned away | Sales KPIs for industrial distributors |
| Foodservice distributors | A dropped delivery day | Sales KPIs for foodservice distributors |
| Builders' merchants and construction supply | Category share by trade | Sales KPIs for builders' merchants |
| CPG and consumer brands | Promotional net lift, after the dip | Sales KPIs for CPG brands |
| Industry | The measure most often missed | Page |
|---|---|---|
| Asset managers | Flows that turned before assets fell | Distribution KPIs for asset managers |
| Commercial banking | Deposit flight by relationship | Relationship KPIs for commercial banking |
| Financial services, multi-product | Coverage of the single customer view | Customer KPIs for financial services |
| Insurance brokers | Placement share: lines placed elsewhere | Sales KPIs for insurance brokers |
| Investment banking | Pitch to mandate conversion | Coverage KPIs for investment banking |
| Sales and trading desks | Size-weighted hit ratio | Client KPIs for sales and trading desks |
| Wealth managers | Net new assets with the market taken out | Client KPIs for wealth managers |
| Industry | The measure most often missed | Page |
|---|---|---|
| Law firms | Practice area gaps per client | Client KPIs for law firms |
| Consulting and professional services | Utilisation read beside realisation | Commercial KPIs for consulting firms |
| Tax and accounting firms | Fee per client against the norm for its size | Practice KPIs for accounting firms |
| Compliance teams | Obligations with no control mapped | KPIs for compliance teams |
| Procurement teams | Savings realised against savings claimed | KPIs for procurement teams |
| Customer service teams | Silence from accounts that normally make contact | KPIs for customer service teams |
| Industry | The measure most often missed | Page |
|---|---|---|
| Freight brokers and 3PLs | Margin per load by shipper and lane | Sales KPIs for freight brokers |
| Freight forwarders and shipping lines | Detention and demurrage absorbed | Commercial KPIs for forwarders |
| Supply chain teams | Lead time variability | KPIs for supply chain teams |
| Industrial manufacturers | Aftermarket attach on the installed base | Sales KPIs for industrial manufacturers |
| Oilfield services | Coverage weighted by current activity | Sales KPIs for oilfield services |
| Industry | The measure most often missed | Page |
|---|---|---|
| Healthcare suppliers | Tier earned against tier priced | Sales KPIs for healthcare suppliers |
| Pharma sales teams | Reach among accounts that can prescribe | Commercial KPIs for pharma |
| SaaS sales teams | Net revenue retention by cohort | Customer base KPIs for SaaS |
| B2B telecoms | Estate currency | Sales KPIs for B2B telecoms |
| Education providers | Utilisation against seats bought, by contracting entity | Sales KPIs for education providers |
| Hotel groups | Corporate production against commitment | Sales KPIs for hotel groups |
| Sports clubs and rights holders | Delivery ratio per partner | Commercial KPIs for sports |
| For | Page |
|---|---|
| B2B sales teams, whatever they sell | Sales KPIs for B2B sales teams |
The customer against its own history. A kitchen that dropped a delivery day, a client whose balances are leaving, an intermediary whose flows turned, an account gone silent in the ticket queue. Each is found by comparing the customer with itself, never with an average.
The customer against similar customers. A builder buying no aggregates, a bank client holding one product where peers hold five, a fleet buying a quarter of the parts similar fleets buy. The norm comes from the business's own well-developed customers of the same kind.
Value beside count. Retention, conversion, coverage and hit ratio all read differently by value, and the value figure is the one that reaches the accounts.
A master file that decides everything. Trades for a merchant, facilities for a healthcare supplier, operators for oilfield services, contracting entities for education, the estate for telecoms, households for wealth. On every page one mapping has to be right before the other nine measures mean anything.
An identity on every table. Parts equal the whole, checked before the table is shown.
| Figure | Why |
|---|---|
| Activity counts: calls, meetings, quotes issued | Effort without direction |
| Counts of customers, accounts or policies | A small one and a large one counted alike |
| This month against last month | Mostly the calendar |
| A single blended rate | The average hides the rows that need acting on |
| Totals that move with the market or with price | Assets, premium, revenue in a rate spike |
The benchmark pages say what a good figure looks like, the worked examples compute each measure on ten rows, the Excel guides build them in a spreadsheet, the role pages list the questions each leader asks, and the templates put the measures into the weekly and monthly rhythm. Covirage computes each industry's ten from the exports that industry already produces, files only, with the definitions stated and the identities checked.
Enough to cover the existing base, new business and the way the team is organised; few enough that each can have an owner and a review cadence. Most teams report thirty or forty numbers and act on five. Ten, each passing the test of who would do what if it moved, is a workable set.
Four ideas recur on every page. Compare each customer with its own history to find what has changed. Compare it with similar customers to find what it could buy. Compute by value as well as by count. And check every table with an identity before anyone reads it.
With the page for B2B sales teams, which is industry-neutral, and then the page for the industry whose unit of business most resembles yours: repeat orders, contracts and renewals, projects and matters, or flows and balances. The measures transfer once the unit is matched.