The 5 essential BToB CRM indicators to manage sales activity
Whether they measure a daily, weekly, monthly or annual activity, the commercial activity management indicators make it possible to collect the actions and individual results of each of your sales representatives:
number of clients visited each week
average time spent per visit
number of appointments cancelled each month due to service (reliability)
assessment of the negotiations (proposal rate, case rate, total number of cases received and processed)
success rate of offers or prospects = number of prospects or offers transformed into orders compared to the total number of offers or prospects
turnover per month and per seller
total production hours sold
change in the amount of representation expenses in relation to turnover
margin on orders / commercial costs incurred
new customer rate
customer order renewal rate
orders / offers made
customer satisfaction index
number of complaints for the commercial activity = number of complaints / total number of commercial interventions
speed of response to a call for tenders or specifications
reactivity of the sales department
delay in making available to the customer
number of deliveries to customers who do not comply with their request
return made to the customer within the requested time frame
delivery time of the customer
1. The level of turnover achieved in relation to the objectives
This is the first indicator I advise you to set up (but I think you didn't wait for me for that!). It will allow you to see in real time how far you still have to go to achieve the defined objectives (monthly, half-yearly and annual). A ratio equal to or greater than 1 indicates that sales are above targets; a ratio too close to 0 should alert you and encourage you to investigate potential problems in your sales force.
Be careful, however, not to stop at this single metric, which does not reflect the commercial effort made. Indeed, a low rate does not mean that your sales people are twiddling their thumbs. Compare it with the sales actions carried out via the activity rate.
2. The level of turnover achieved per seller
This indicator makes it possible to measure the performance of each of your salespeople over time, but above all to detect a potential drop in speed, a lack of motivation, temporary difficulties or, on the contrary, exceptional results. It is therefore for you, an excellent management tool to enhance the value of the work and remotivate the team.
Also consider studying for sales representatives who have not reached their figure, the sales effort made which could qualify this indicator: the work may be real, but the method inefficient.
3. The commercial pipeline
The commercial pipeline is one of the key indicators of the perfect sales manager. It allows you to consolidate the % chance of winning a deal (the closer the deal is to the order stage, the higher the % is) with the signature date and the amount of the quote (or its estimate) per month, per quarter and/or per year.
It makes it possible, beyond the turnover achieved at the time T, to anticipate future turnover. You can also have visibility on the achievement of your team's objectives and take the necessary collective / individual measures.
4. The activity rate
This involves measuring the sales actions carried out by your team (number of calls, qualified leads or prospects, appointments made, demonstrations, quotes, etc.). In short, all the metrics put in place to evaluate the steps of your business process) and to compare these indicators with the objectives set.
However, be careful and do not build this indicator over too short a time. Some periods are more conducive to calls, while others are ideal for scheduling appointments.
5. The volume of lost business
Lost business, we don't usually like to talk about it... Nevertheless, it is an essential "trend" indicator to anticipate your future business activity. Indeed, losing a case is not alarming; several over the same period.... You must necessarily ask yourself about the market (has a new competitor arrived?), the components of your offer (pricing, services offered, etc.) and management (an internal problem within your sales team?)
It is only once these 5 indicators have been constructed that it will be appropriate to go further and consider new KPIs to deepen your analysis.