Blog · Territory, capacity and quota planning
A structure for a weekly or fortnightly sales one-to-one in which the manager and the rep look at the same six computed numbers, coverage at cadence, untouched revenue, share of wallet against norm, pipeline coverage by stage, slipped deals, and the data quality score, and make three decisions: which accounts get the week, which deals get moved or dropped, and which measure the rep commits to moving. Why it replaces the pipeline review, and the version that turns into an interrogation.
Most sales one-to-ones are a pipeline review with a different report each week and a rep who prepares to defend. Six computed numbers on a fixed page, the same each week, turn the hour into three decisions. This guide sets out the page, the decisions, and the version to avoid.
| # | Number | This week | Last week | Threshold | Reading |
|---|---|---|---|---|---|
| 1 | Coverage at cadence | 53% | 61% | 5 pts | Fell; tier one at 44% |
| 2 | Untouched revenue | $1.4m | $1.1m | $100k | Three accounts joined the list |
| 3 | Share of wallet vs norm, book | 0.7 | 0.7 | 0.05 | Flat; the gap is $1.9m at norm |
| 4 | Pipeline coverage, by stage | 2.1× face; 1.4× weighted | 1.6× weighted | 0.3× | Proposal stage thinned |
| 5 | Deals slipped 3+ | 6, $610,000 | 4 | 1 | Two more slipped |
| 6 | Data quality score | 41% | 44% | 70% floor | Activity dates missing; numbers 1 and 2 greyed |
Six lines. The rep sees it Sunday night; the manager sees the same page.
Which accounts get the week. From the untouched list under number 2, ranked by revenue: the top ten, or the top ten in tier one and two. Written down.
Which deals move or drop. From the six under number 5: each one gets a next step with a date, or comes out of the forecast. Not discussed at length; decided.
Which measure the rep commits to. One number, a target and a date: tier one coverage from 44 to 70 percent by week four. It is the first line on next week's page.
Number 6. If the score is under the floor, the first decision is about the fields, because numbers 1 and 2 are describing a third of the book. A rep at 41 percent gets a week of logging before a week of coaching on coverage.
Manager: Coverage fell eight points. Tier one is at 44. What happened? Rep: Two big accounts had no touch logged; I met them but didn't log it. Manager: Then number 6 is the first decision. Log this week's, and we read coverage properly next week. Meanwhile: the ten from the untouched list? Rep: 4471, 2207, 9034 and seven more. 4471 first; 71 days. Manager: Deals: six slipped three times. O-8821 at $120,000? Rep: The buyer's gone quiet. Drop it from commit; keep it open. Manager: Commitment for the week? Rep: Tier one coverage to 60 by week two, logged.
Twenty minutes. Three decisions. The same page next week.
A different report each week, read to the rep, with questions about each deal in the pipeline in order. The rep prepares a defence of each deal, the book is never discussed, and the meeting is an interrogation with a spreadsheet.
Page changes weekly. The rep prepares for a test.
Number 6 skipped. Coverage coached on data that does not exist.
Pipeline deal by deal. The hour on the forecast; none on the book.
Commitment without a number. "Focus on tier one."
Mapped once, the activity log, the ledger, the norms, the pipeline snapshots and the CRM quality checks produce the six numbers per rep every week, with the thresholds and the lists behind them. Covirage builds this from the exports as they are. The sales insights solution describes the setup, and the data quality scorecard guide covers number 6.
Because the rep learns where to look and stops preparing for surprises. A page whose shape changes weekly is a test; one whose numbers change on a fixed shape is a conversation about what moved.
Because the other five rest on it. A rep at 41 percent completeness has a coverage figure that describes a third of the book, and the manager should coach the field before the number. The score on the page keeps that honest in both directions.
It is the fourth and fifth numbers, in ten minutes, on the deals past threshold. A one-to-one that is a pipeline review deal by deal spends the hour on the forecast and none on the book, and the book is where next quarter's pipeline comes from.