Rep load

The accounts and open opportunities assigned to a rep, weighted by the touches each tier and stage typically takes, read against the band carried by the team's own quota attainers. Above the band with low coverage is overloaded; below it is a book that cannot reach number.

DefinitionThe accounts and open opportunities assigned to a rep, weighted by the touches each tier and stage typically takes, read against the band carried by the team's own quota attainers. Above the band with low coverage is overloaded; below it is a book that cannot reach number.

Weighted, not counted

Forty transactional accounts and forty strategic ones are not the same load. Weights come from the team's own activity data.

Read with coverage

High load with high coverage is a strong rep. High load with low coverage is the untouched-account list.

How it is computed

Touches owed per year across a rep's book, from the cadence of each tier, plus touches needed for open opportunities, divided by touches the rep can make.

Example

A book of 300 accounts needs 920 touches a year, plus 150 for prospecting, against a capacity of 880. It is 190 touches over.

Where it goes wrong

Accounts added to books for years without redoing the arithmetic. The uncovered accounts are then chosen by accident.

Articles that use this term

Coverage and territory · Sales teams

Coverage is the number under every other number: measuring it for any B2B sales team

Why pipeline, forecast and win rate all rest on whether anyone contacted the account, and how any B2B sales team measures coverage from CRM activity: untouched accounts, rep load, territory trend against plan, and the reconciliation to invoiced revenue.

16 Sept 20263 min read Territory, capacity and quota planning

Inside sales and field: coverage and cost per touch by channel

How a sales leader compares inside and field coverage on the same book from the activity log and the ledger: touches per account by channel, cost per touch from the roster at stated rates, revenue per touch by channel and tier, the tiers where field touches return more than they cost and the tiers where inside touches return the same for a fifth of the cost, and the reallocation the numbers support.

16 Sept 20263 min read Territory, capacity and quota planning · Sales teams

Rep load: accounts per rep against what a rep can actually work

How a sales leader measures the load on each rep from the CRM export, accounts and open opportunities weighted by expected effort, sets the norm from the team's own best-performing reps, and finds the two failure modes the headcount plan hides: reps with too many accounts to touch and reps with too few to hit number.

16 Sept 20262 min read How-to guides

Sales analytics KPI definitions: thirty measures on one page, each with its formula

Thirty sales and commercial measures defined in one sentence each with the formula, grouped by what they describe: coverage and activity, wallet and depth, retention and churn, pipeline and forecast, concentration and reporting, and data quality. Each links to a full definition. Written so that a team can adopt the definitions as its own, version them, and stop arguing about what a number means.

16 Sept 20264 min read Territory, capacity and quota planning

Sales coverage and sales capacity: two plans that have to agree

Why the coverage model, which says which accounts each rep touches at what cadence, and the capacity plan, which says how many touches each rep can make, are the same arithmetic from two ends, how to check that they agree, the identity that touches required equal touches available within a stated tolerance, the two ways they usually disagree, cadence set without hours and hours set without accounts, and the reconciliation that fixes both.

16 Sept 20263 min read Territory, capacity and quota planning

Segments and tiers: what a customer is, and what a customer gets

The difference between a segment, which describes what a customer is from fields on the master and sets which norm it is compared to, and a tier, which describes what a customer gets from the company, a cadence and an owner, set from its revenue and its gap, why the two are often confused, the rule that segments define norms and tiers define effort, how a customer moves between each, and the two mistakes, tiering by segment and segmenting by tier.

16 Sept 20263 min read