Blog · Board and management reporting · Sales teams
The ten sales KPIs a B2B sales team should run on, whatever it sells, each with its formula, the export it comes from and what it tells you: value coverage at cadence, dormant accounts by prior value, share of wallet against similar customers, win rate from a stated stage, pipeline coverage against required, forecast bias per rep, time to first touch on new accounts, rep load against capacity, meeting to opportunity conversion, and customer concentration. Also the three measures most teams miss, the figures to drop, the identities, and who owns what.
Whatever a B2B team sells, its number comes mostly from accounts it already has, plus a pipeline, produced by people with finite time. Ten measures cover all three.
| # | Measure | Formula | Export | What it tells you |
|---|---|---|---|---|
| 1 | Value coverage at cadence | Revenue of accounts touched within tier cadence ÷ revenue of assigned accounts | CRM activity; assignment file; ledger | Whether the accounts that matter are being reached |
| 2 | Dormant accounts, by prior value | Prior-year revenue of accounts past k × own order gap ÷ prior-year revenue | Ledger | Revenue that stopped quietly |
| 3 | Share of wallet against similar customers | Account spend by category against the median for its segment; valued gap | Ledger; account master | Where customers buy elsewhere |
| 4 | Win rate from a stated stage | Won ÷ (won + lost + stalled), from the stated stage, by count and value | CRM opportunities | The rate coverage and forecast depend on |
| 5 | Pipeline coverage against required | In-period pipeline, aged deals removed ÷ target, against 1 ÷ win rate | CRM opportunities; targets | Whether there is enough real pipeline |
| 6 | Forecast bias per rep | Mean signed error at a fixed horizon over four quarters | Weekly forecast snapshots; closed revenue | Who sandbags and who hopes |
| 7 | Time to first touch | Days from assignment to first two-way contact, by tier | Assignment history; CRM | Reassigned accounts left waiting |
| 8 | Rep load against capacity | Touches owed by the book per year ÷ touches available | Assignment file; tiers; calendar | Books too large to cover |
| 9 | Meeting to opportunity conversion | First meetings that became a qualified opportunity within the window ÷ first meetings | CRM | Meetings that lead nowhere, by rep and source |
| 10 | Customer concentration | Top ten share; largest customer; effective number of customers | Ledger, rolled up to parent | Dependence, and its direction |
Every one of these is computed per account, per rep and team, and in total, and every one carries an identity that must hold before the table is shown.
Coverage by value. Dashboards count calls. Whether the top fifty accounts were spoken to is not on them.
Forecast bias per rep. The team lands within 3 percent because two reps cancel each other out.
Rep load. Accounts are added to books for years and nobody checks the arithmetic of covering them.
A rep has 300 accounts. Tier A, 20 accounts, is owed monthly contact; tier B, 60, quarterly; tier C, 220, twice a year: 920 touches a year. The rep also needs 150 touches for prospecting. Capacity is 880. The book is over capacity by 190 touches, and last quarter the uncovered accounts included three from tier A holding 14 percent of the book's revenue, because nobody had decided which accounts would be the ones left out.
Calls, emails and meetings as counts. Coverage at cadence, by value.
Total pipeline value. In-period, aged removed, against required.
Leaderboard by revenue. It ranks the books reps were given.
| Table | Must hold |
|---|---|
| Coverage | Assigned accounts = covered + overdue + never touched; one owner each |
| Pipeline | Deals = won + lost + open; open = in period + out of period |
| Forecast | Every actual is matched to a snapshot at the stated horizon |
| Load | Touches owed sum across tiers; every account has a tier |
A table whose identity fails is a table with a row missing or counted twice. It is not shown until it is fixed.
| Measure | Owner | Reviewed |
|---|---|---|
| Coverage; dormancy; time to first touch | Sales managers; reps | Weekly |
| Pipeline coverage; meeting conversion | Sales managers | Weekly to fortnightly |
| Win rate; forecast bias | Sales director | Monthly to quarterly |
| Share of wallet; rep load; concentration | Sales director; sales operations | Quarterly |
A measure with no owner is a metric, not a KPI; see KPI versus metric versus measure.
Ten measures: four for the accounts you have, three for the pipeline and forecast, three for how the team is loaded. Start with coverage by value, because the other nine move when accounts are spoken to. Covirage computes all of them from the exports sales teams already produce, files only, with the definitions stated and the identities checked. See Covirage for B2B sales teams.
Because in most B2B companies 70 to 90 percent of next year's revenue comes from customers it already has, and most sales reporting is about new pipeline. Coverage, dormancy, share of wallet and concentration are the measures of that base. A team that tracks only pipeline is managing the smaller part of its number.
Coverage at cadence, by value: the share of the book's revenue held by accounts that have had a real two-way contact within what their tier is owed. It uses the same activity data and asks a different question: not how many calls were made, but whether the accounts that matter were reached.
Work it out from the cadence: touches owed per account per year by tier, summed across the book, against touches a rep can make in the selling days available. Most field reps can make 800 to 1,000 meaningful touches a year. A book that needs 1,600 will be half covered, and the uncovered half will not be chosen by value unless someone chooses.