Why calls per day and emails sent are the wrong activity metrics, what to measure instead, qualifying touches on assigned accounts against each account's tier cadence, the three activity measures that predict outcomes at most teams, coverage at cadence, touch mix by tier, and first-touch latency, how each is computed from the activity log, and the activity report that a rep can read without feeling surveilled.
A dashboard of calls per day and emails sent tells a sales manager how busy the team looked. The activity log, joined to the account list and the tiers, tells them where the effort went and whether it went to the accounts that needed it. This guide sets out the three activity measures that predict outcomes, from the same log, and the report that comes out.
| Rep | Calls per day | Accounts touched | Coverage at cadence |
|---|---|---|---|
| R-04 | 48 | 14 of 62 | 23% |
| R-11 | 19 | 38 of 44 | 86% |
Rep R-04 makes two and a half times the calls and covers a quarter of the book. The calls go to the same fourteen accounts. Calls per day rewards that.
Coverage at cadence.
Accounts touched at least as often as their tier's cadence in the period ÷ accounts assigned
Touch mix by tier.
Share of touches going to each tier ÷ that tier's share of the book, by revenue
A rep whose tier one accounts are 40 percent of revenue and get 10 percent of touches has a mix problem.
First-touch latency.
Median days from assignment to first qualifying touch, on accounts assigned in the period
Account and rep identifiers only.
touches on assigned accounts + touches on unassigned accounts = logged touches
Touches on accounts not assigned to the rep are listed; they are handovers, favours, or a reassignment that the assignment file missed.
| Rep | Coverage at cadence | Tier 1 touch share vs revenue share | First-touch latency | Untouched revenue |
|---|---|---|---|---|
| R-04 | 23% | 9% vs 41% | 34 days | $1.4m |
| R-11 | 86% | 38% vs 40% | 9 days | $180,000 |
| R-17 | 94% | 45% vs 39% | 6 days | $12,000 |
Rep R-04's page says: a fifth of the book covered, the biggest accounts getting a tenth of the attention, new accounts waiting a month, and a million four in accounts nobody has called. None of that is a number of calls.
The same page, plus the list: accounts due a touch this week by tier, with days since the last one. It is the list the rep would want anyway, and it is the whole of what the manager sees. There are no timestamps and no minutes.
Volume as the target. Fifty calls to ten accounts.
Any activity counts. Sequences cover everyone by Tuesday.
No tiers. Every account expected to be touched equally.
Report as surveillance. Minutes and timestamps, and reps who log for the report.
Mapped once, the activity log, the assignments, the tiers and the ledger produce coverage at cadence, touch mix, first-touch latency and the due list per rep every week. Covirage builds this from the exports as they are. The sales intelligence solution describes the setup, and the coverage model guide covers building the first of the three measures.
As a floor for a new rep in the first weeks, when the question is whether they are working at all. After that it measures the wrong thing, and teams that keep it get reps who optimise for it.
A logged interaction of a type the team agreed counts: a conversation, a meeting, a visit, a substantive email exchange. Not an automated sequence, not an open. The definition is written once and used for every measure.
By being about accounts, not minutes. It says which accounts are due a touch and which have had more than their share, and it is the same list the rep would make themselves with a spreadsheet and an afternoon. Nobody is timed.