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Sales metrics, KPIs and dashboards that matter

Which numbers to track, how to display them and how to calculate the core revenue metrics correctly.

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In-depth guides on this topic

What sales metrics should I track?

At minimum: lead volume, lead-to-opportunity conversion, win rate, average deal size, sales cycle length, pipeline coverage and revenue against target. These seven explain almost every change in performance.

What are the most important sales KPIs?

The KPIs that matter most are win rate, average deal size, sales cycle length and pipeline coverage, because together they determine revenue. Activity metrics such as calls made are useful for coaching but should never be the headline measure.

How do I measure sales performance?

Measure outcomes (revenue, win rate, quota attainment), efficiency (cycle length, cost of acquisition) and leading indicators (pipeline created, qualified meetings). Outcome metrics tell you where you landed; leading indicators tell you where you will land next quarter.

How do I measure sales team performance?

Compare each rep on quota attainment, win rate, average deal size, cycle length and pipeline created, normalised for territory and lead allocation. Look for patterns – a rep with high activity and low win rate has a qualification problem, not an effort problem.

How do I create a sales dashboard?

Connect your CRM data to a reporting layer, decide which decisions the dashboard must support, then show only the metrics that drive those decisions. Automate the refresh so the numbers are current, and give each audience its own view rather than one dashboard for everyone.

What should be included in a sales dashboard?

Revenue versus target, pipeline coverage, pipeline by stage, win rate, average deal size, sales cycle length, deals closing this period and stalled deals needing attention. Executives need trend and forecast; reps need their own actionable list.

How do I analyze my sales data?

Start with a question, not a chart. Compare the current period with the prior one, segment by source, segment, rep and deal size, and look for the segment where the change is concentrated. Aggregate numbers hide the cause; segmentation reveals it.

How do I identify why sales are declining?

Break revenue into its components – leads created, conversion to opportunity, win rate, deal size and cycle length – and compare each with the previous period. The component that moved is your cause. Only then look at qualitative factors such as competition or pricing.

How do I calculate sales conversion rate?

Divide the number of deals won by the number of opportunities created in the same cohort, then multiply by 100. Measure by cohort rather than by calendar period, otherwise long sales cycles distort the result.

How do I calculate customer acquisition cost?

Add all sales and marketing costs for a period – salaries, commissions, tools and advertising – and divide by the number of new customers acquired in that period. Compare CAC against customer lifetime value; a healthy ratio is generally at least three to one.

How do I calculate customer lifetime value?

For subscription businesses, divide average monthly revenue per customer by monthly churn rate, then multiply by gross margin. For transactional businesses, multiply average order value by purchase frequency and average customer lifespan.

How do I measure sales productivity?

Measure revenue generated per rep, the share of a rep's week spent in direct selling activity, and the ratio of qualified meetings to closed deals. Rising revenue per rep with steady headcount is the clearest sign that productivity is improving.

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