Daily Sales Metrics

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					This document outlines the key reports that a sales executive should review every day.
Daily sales metrics are used to measure a company's progress and efficiency to get a
clear picture of sales performance and make strategic decisions for the company. This
tool includes revenue reporting by accounts, products, or sales team, transaction
statistics, and customer satisfaction metrics.
                            DAILY SALES METRICS

I.     Revenue Reporting on a daily basis for both revenue and accounts:
       A.   By Sales Team as to Product, Content, Distribution (compared to
            an operating plan.
            1.    Accounts/Day/Rep
            2.    Sales/Day/Rep
            3.    Orders/Day/Rep
            4.    Phone stats – in/out/total per day per rep; compared to plan;
                  subtotals by department and then for the entire sales
                  organization
            5.    Backlog reports automated
            6.    Pipeline reports from Product automated and integrated
                  with backlog

       B.    For Product, what is the true sales cycle?

II.    Transaction Stats
       A.   Orders/Day by Product vs. plan
       B.   Sales/Day by product vs. plan
       C.   Do the following below for set up fee and MRR
            1.     Average order size by product vs. plan and overall
            2.     Average revenue per active customer by product and overall
            3.     Average revenue per life of the customer by product and
                   overall
       D.   Phone Reports – abandon rate, service level, longest hold time;
            graphed
            1.     In/out/total for dept and by rep; abandon rate, service level,
                   longest hold time; all graphed for trend monitoring
            2.     Top 10 problems per day/number of incidents/percent of
                   total calls
            3.     Top 10 reasons for churn/percent of total churn
            4.     Graph the churn reasons to see improvement or not; special
                   focus on “busies” and long connect times
            5.     Cycle time of trouble tickets to other departments; by
                   department; open, closed, average time to resolve

III.   Customer Satisfaction -- NOC/MIS
       A.   Internal systems failure charting by and reporting by system; on
            average how often is each system having a problem that causes a
            service outage
       B.   Busies and connect time focus – how long does it take to connect?
       C.   Cycle time of trouble tickets to other departments; by department;
            open, closed, average time to resolve
       D.   Percentage Uptime/Server and overall
       E.   Server loading percentage by server and overall
H.   RNA/Busy/Dead by POP and overall
I.   MTBF Key HW – how many things are broken in our network on a
     daily basis; graph this
J.   Major outages proactive, code red alert system for all associates
     and customers
K.   Packet loss
L.   Percentage of Bandwidth used
M.   Traffic patterns – day, night, city/POP
N.   UUNET traffic/POP – threshold to install our own POP
O.   Line utilization and pro-active line provisioning model
P.   What other off the shelf monitoring tools do we need?

				
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Description: This document outlines the key reports that a sales executive should review every day. Daily sales metrics are used to measure a company's progress and efficiency to get a clear picture of sales performance and make strategic decisions for the company. This tool includes revenue reporting by accounts, products, or sales team, transaction statistics, and customer satisfaction metrics.