47 examples of Key Performance Indicators (KPIs) and why they matter
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GRR (Gross Revenue Retention)
GRR, or Gross Revenue Retention, is an important metric that companies track to measure customer loyalty and retention. It shows how much revenue from existing customers a company is able to retain over a given period of time, such as a month or a year.
How to calculate Gross Revenue Retention (GRR) as a Key Performance Indicator
GRR = (Total Revenue from Existing Customers in Current Period) / (Total Revenue from Existing Customers in Previous Period)
Example of using Gross Revenue Retention as a Key Performance Indicator
If a company had $100,000 in revenue from existing customers last month, and this month revenue from those same customers is $90,000, then the GRR is 90% ($90,000/$100,000).
A GRR of less than 100% means some revenue leakage has occurred, which could signal issues with customer satisfaction or product quality. The higher the GRR percentage, the better job a company is doing at retaining and growing business from its current customer base.
Why track GRR?
Tracking GRR helps companies identify risks early and take action to improve retention. It is a useful complement to other metrics like new customer acquisition and churn rate. Sustaining a high GRR over time leads to stable, profitable growth.
NRR (Net Revenue Retention)
NRR stands for Net Revenue Retention. It measures the change in revenue from existing customers over a given time period.
Whereas GRR looks at total revenue from existing customers, NRR accounts for things like upgrades, downgrades, churn, and expansion revenue. So it provides a more complete picture of revenue retention.
The calculation is:
NRR = (Revenue from Existing Customers in Current Period - Churned Revenue) / (Revenue from Existing Customers in Previous Period)
Example
Say a company had $100,000 in revenue from existing customers last quarter. This quarter, revenue from those same customers is $110,000. However, $5,000 of revenue was lost due to churn. So the NRR would be:
($110,000 - $5,000) / $100,000 = 105%
So the NRR is 105%, meaning the company retained 105% of revenue from existing customers quarter-over-quarter after accounting for churn.
Why track NRR?
Tracking NRR shows whether a company's efforts to upsell and expand with existing customers are working. An NRR over 100% signals net expansion of existing accounts.
Cash on Hand
Cash on hand refers to the total amount of cash or cash equivalents available to a business at any given point.
The calculation is:
Cash on Hand = Cash + Cash Equivalents
Cash equivalents are short-term, highly liquid investments that can be quickly converted into cash. Examples include commercial paper, Treasury bills, short-term certificates of deposit.
Example
For example, if a company has $25,000 in cash in its bank accounts and $10,000 in money market funds (a type of cash equivalent), its cash on hand is:
$25,000 + $10,000 = $35,000
Why track Cash on Hand?
Monitoring cash on hand helps companies understand their liquidity position at a glance. It measures how much cash is available to fund day-to-day business operations and pay near-term expenses.
A high cash on hand balance indicates good liquidity. Low cash on hand may be a sign a company needs more financing or needs to collect on accounts receivable.
Tracking cash on hand over time shows whether liquidity is improving or deteriorating. Sudden declines in cash on hand can signal potential problems with cash flow.
Gross Margin
Gross margin shows how profitable a company's sales are after subtracting the costs directly associated with producing its products or services.
It's calculated as:
Gross Margin = (Revenue - Cost of Goods Sold) / Revenue
Example
If a company has $100,000 in revenue and it cost them $60,000 to produce the products or deliver the services sold, their gross margin is:
($100,000 - $60,000) / $100,000 = 40%
A high gross margin means a company is earning substantial profits on each sale before accounting for other expenses like R&D, sales and marketing. A low gross margin signals lower profitability of sales.
Why track Gross Margin?
Tracking gross margin helps companies:
Assess profitability of specific products or services
Determine pricing and discount strategies
Identify production inefficiencies causing higher costs
Benchmark against competitors
Sustaining a high gross margin over time means a company is able to retain more profit as they scale. Declining gross margin indicates problems with production costs or pricing.
Margin
Margin refers to the percentage of revenue that is profit after accounting for all costs and expenses. It represents the leftover profit expressed as a percentage of total revenue.
The calculation is:
Margin = (Revenue - Total Costs) / Revenue
Example
If a company has:
Revenue: $100,000
Total Costs: $75,000
Its margin would be:
($100,000 - $75,000) / $100,000 = 25%
A high positive margin indicates a company is efficient at producing its products or services profitably. A low or negative margin means a company's costs are close to or exceed its revenue, making operations unprofitable.
Why track Margin?
Monitoring margin helps companies:
Gauge overall profitability of the business
Identify problem areas of high costs
Assess pricing strategies
Compare profitability against competitors
Improving margin over time shows a company is becoming more operationally efficient. Declining margin indicates profitability issues that need addressing.
Revenue per Employee
Revenue per employee measures how much revenue is generated for each employee in a company.
It's calculated by taking total revenue divided by the number of employees.
Example
If a company has:
Revenue: $1,000,000
Number of Employees: 100
Revenue per Employee = $1,000,000/100 = $10,000
A high revenue per employee means the business is efficient at leveraging its workforce to drive revenue. Low revenue per employee may indicate issues with productivity or sales and marketing efforts.
Why track Revenue per Employee?
Monitoring revenue per employee helps identify:
Overstaffing or understaffing problems
Employee skill and productivity gaps
Opportunities to optimize workforce for revenue growth
It also facilitates benchmarking against competitors in the same industry.
Improving revenue per employee over time means greater workforce efficiency. Declines can signal workforce utilization issues needing attention.
Invoice Average Days Outstanding
The average days outstanding metric measures how long it takes a company to collect payment on its invoices.
It's calculated by dividing the total dollar amount of outstanding invoices by the average daily revenue, like this:
Average Days Outstanding = Total Outstanding Invoices / (Total Revenue / Number of Days)
Example
If a company has $100,000 in outstanding invoices and averaged $10,000 in daily revenue over 30 days, the average days outstanding would be:
$100,000 / ($300,000/30) = 10 days
A lower average days outstanding indicates a company is collecting payments from customers quickly. A higher number means payments are taking longer to come in, tying up cash flow.
Why track Average Days Outstanding?
Tracking this helps businesses:
Improve cash flow management
Identify issues getting customers to pay on time
Evaluate payment terms and collection processes
Bringing the average days outstanding down makes more cash available sooner for reinvestment and expenses. Letting it creep up risks cash flow problems.
Total Unbilled Amount / Unbilled Revenue
Unbilled revenue refers to work or services that have been delivered but have not yet been invoiced to the client or customer. It represents revenue that is still awaiting billing.
Example:
A law firm may have logged hours working on a case but not yet sent a bill for those hours. Or a SaaS company provides access to their software but only bills at the end of each month based on usage.
The unbilled revenue metric captures the dollar value of work completed or products provided that is still unbilled.
Why track Unbilled Revenue?
Tracking unbilled revenue helps businesses:
Better anticipate cash flow as unbilled work gets invoiced
Ensure timely billing for services rendered
Optimize accounts receivable cycles
High unbilled revenue ties up cash flow until invoices go out. Declining unbilled revenue suggests improved billing efficiency.
Monitoring changes in unbilled revenue over time shows the health of the billing process. Spikes may indicate issues getting invoices out.
COGS - Cost of Goods Sold
COGS stands for Cost of Goods Sold. This refers to the direct costs involved in producing or purchasing the products or services a company sells in a given period.
COGS includes things like:
Raw materials
Labor used in production
Manufacturing equipment costs
Shipping and handling
It does NOT include indirect expenses like marketing, advertising, or administration. It also does not include expenses associated to make products that have not yet been sold.
The COGS for each product/service is calculated as:
COGS = Direct material costs + Direct labor costs + Manufacturing overhead
Example
If it costs a furniture company $300 in wood, $100 in labor, and $50 in factory utilities to produce a table, the COGS per table is $450.
Why track COGS?
Looking at COGS helps businesses:
Accurately calculate profit margins
Identify production inefficiencies causing higher costs
Set competitive pricing
Control inventory levels
Reducing COGS improves profitability. Increasing COGS eats into profits. Tracking COGS identifies areas to lower production costs.
Expenses
Expenses refer to the money a company spends in order to operate its business. This includes things like:
Employee salaries
Rent
Marketing costs
Utilities
Supplies
Insurance
Equipment etc.
Essentially, any cost incurred as part of daily business activities is counted as an expense.
Expenses are different than COGS (cost of goods sold), which covers direct production costs. Expenses include the indirect costs to run the company.
Total expenses are calculated by adding up all these operational costs over a period of time, such as a month or year.
Looking at expenses helps businesses:
Budget and forecast more accurately
Control overheads and reduce unnecessary spending
Identify areas of waste or inefficiency
Improve profitability by lowering expenses
Monitoring expenses over time shows spending trends. Spikes may indicate new inefficiencies or waste. Declines show cost-cutting success.
MEL Count Per Period
MEL stands for Minimum Economic Level. The MEL count is the minimum quantity of an item that should be kept in inventory for efficiency.
Example
For example, due to bulk discounts or production costs, a company determines the MEL for product X is 100 units.
The MEL count per period looks at how many times during a set period (monthly, quarterly etc.) the inventory for product X drops below 100 units.
A higher MEL count indicates inventory is frequently falling below target efficient levels. A lower count means inventory is properly maintained.
Why track MEL Count per Period?
Tracking MEL count helps businesses:
Identify products at risk of stockouts from low inventory
Assess the accuracy of demand forecasting
Determine if safety stock levels are adequate
Evaluate supply chain operations and inventory management
Frequent stockouts from low inventory mean lost sales and poor customer service. Excess inventory ties up working capital. Optimizing MEL count per period ensures optimum inventory availability.
MQL Volume per Period
MQL stands for Marketing Qualified Lead. MQLs are leads that have been nurtured and shown interest in buying, but aren't yet sales-ready.
MQL Volume per Period looks at the number of new MQLs generated over a specific time frame like a month or quarter.
Example
If a company generated 300 new MQLs last month, their MQL Volume for that period is 300.
Why track MQL Volume per Period?
Tracking this helps businesses:
Gauge effectiveness of marketing programs at generating interest
Identify trends in prospect engagement over time
Set targets for lead generation activities
Monitor sales pipeline health
Higher MQL volume indicates marketing success driving new potential sales. Declining volume may signal issues with lead generation efforts requiring optimization.
Comparing MQL volume across periods provides insight into growth, seasonality, and consistency of the sales pipeline. Spikes or dips can inform resource allocation.
MEL to MQL Conversion Percentage
Imagine you're running a lemonade stand. You've got people passing by, and some of them are interested in your lemonade (those are your "Market Engaged Leads").
Now, not everyone who's interested will end up buying. Some might just ask questions or taste a sample, while others are ready to buy right away. The ones who are super interested and ready to buy, we'll call them "Marked Qualified Leads." They're like the people who have their money out and are about to hand it to you.
So, the "Market Engaged Lead to Marked Qualified Lead conversion percentage" is like a score that tells you how good you are at turning people who show interest into people who are really, really ready to buy.
Here's how you calculate it:
Count the number of people who show interest (Market Engaged Leads).
Count the number of those interested people who are super ready to buy (Marked Qualified Leads).
Divide the number of Marked Qualified Leads by the number of Market Engaged Leads.
Multiply the result by 100 to get the percentage.
For example, if 20 people show interest (Market Engaged Leads), and 10 of them are super ready to buy (Marked Qualified Leads), the calculation would be:
(10 / 20) * 100 = 50%
So, in this case, your "Market Engaged Lead to Marked Qualified Lead conversion percentage" is 50%. This means you're turning half of the people who show interest into super eager buyers.
The higher this percentage, the better you're doing at convincing people to buy, and that's a great KPI to keep an eye on in your lemonade stand business or any other business. It helps you measure how well you're turning interest into sales.
MEL to SAL conversion percentage
A Marked Engaged Lead (MEL) is someone who has expressed initial interest in a product/service after some marketing exposure.
A Sales Accepted Lead (SAL) is a lead that the sales team has reviewed and accepted as an active opportunity to pursue.
The MEL to SAL conversion percentage measures how many of the marketing generated leads eventually get accepted by sales, calculated as:
MEL to SAL % = (Number of SALs / Number of MELs) x 100
For example, if 100 MELs led to 20 SALs, the conversion rate would be:
(20/100) x 100 = 20%
Why track MEL to SAL Conversion Percentage?
A higher percentage means marketing is passing along more qualified leads that sales can act on. Lower conversion signals misalignment between marketing and sales.
Tracking this metric can help:
Identify gaps in lead qualification criteria
Improve lead scoring models
Focus marketing on target customer profiles
Set joint KPIs between sales and marketing
Monitoring changes over time shows progress in alignment. Improving conversion means better lead quality and sales efficiency.
MEL to SQL Conversion Percentage
A Marked Engaged Lead (MEL) is someone who has expressed initial interest after some marketing exposure.
A Sales Qualified Lead (SQL) is a lead that has been vetted by sales as matching their ideal customer profile and ready for further sales pursuit.
The MEL to SQL conversion percentage measures the rate at which marketing generated leads get qualified as sales-ready opportunities, calculated as:
MEL to SQL % = (Number of SQLs / Number of MELs) x 100
For example, if 100 MELs resulted in 30 SQLs, the conversion rate would be:
(30/100) x 100 = 30%
Why track MEL to SQL Conversion Percentage?
A higher percentage indicates marketing is effectively nurturing leads and aligning with sales requirements. Lower conversion means leads are not meeting sales criteria.
Tracking this helps:
Identify gaps in lead nurturing to sales-ready stage
Focus marketing on target customer profiles
Refine lead scoring criteria
Set expectations between marketing and sales
Improving this percentage over time shows better alignment on what constitutes a qualified lead. This drives sales productivity.
SAL Volume
Think of your business as a garden, and you're growing flowers.
Sales Accepted Leads are like the flowers that have bloomed beautifully, and they're ready to be picked for a bouquet.
So, "Sales Accepted Leads volume" is like counting how many beautiful flowers (leads) you've successfully grown and are now ready for picking (sales).
In business terms, it's the number of potential customers who have shown they're really interested and ready for your sales team to engage with.
For instance, if you've got 100 Sales Accepted Leads, that means you've nurtured 100 potential customers to the point where they're ready to be turned into paying customers.
This metric tells you how many people are in the pipeline, ready to be converted into actual sales. It's like counting the flowers in your garden, ripe and ready for a beautiful bouquet.
SAL to SQL Conversion Percentage
Sales Accepted Leads (SALs) are leads that the sales team has reviewed and agreed to pursue as potential opportunities.
Sales Qualified Leads (SQLs) are leads that sales has vetted and confirmed match their ideal customer profile and buying needs.
The SAL to SQL volume metric looks at how many SALs get further qualified as SQLs ready for active selling.
For example, if 100 SALs resulted in 75 SQLs, the SAL to SQL volume would be 75.
Why track SAL to SQL Conversion Percentage?
Tracking this volume helps businesses:
Gauge how well sales is qualifying leads
Identify gaps in qualification criteria
Assess productivity of lead follow-up
Set standards for quality lead handling
Higher SQL volume indicates sales is effectively qualifying leads for pursuit. Lower volume suggests improvements needed in lead handling procedures.
Monitoring changes to this volume over time shows sales productivity in converting leads into qualified opportunities. Improvement indicates better lead management.
SQL per Period
Sales Qualified Leads (SQLs) are leads that the sales team has vetted and confirmed meet their criteria for an ideal buyer profile and opportunity.
The Sales Qualified Leads per Period metric looks at the number of new SQLs generated over a set time frame like a month or quarter.
For example, if a sales team generated 50 SQLs last month, their SQLs per Period for that month would be 50.
Why track SQL per Period?
Tracking SQLs per Period helps businesses:
Gauge effectiveness of lead generation activities
Identify trends and inconsistencies in the sales pipeline
Set standards for lead qualification volume
Monitor sales productivity
Higher SQLs per Period indicates greater sales readiness of incoming leads. Lower volume signals issues creating qualified opportunities.
Comparing SQLs per Period over time shows progress in lead generation and sales pipeline growth. This informs sales resourcing and lead process improvements.
SQL to Customer/Client Percentage
Sales Qualified Leads (SQLs) are leads that the sales team has vetted and confirmed meet their criteria for an ideal buyer profile and opportunity.
The SQL to Customer/Client percentage metric specifically looks at the percentage of those SQLs that get converted into actual customers.
It is calculated as:
SQL to Customer % = (Number of Customers/Clients / Number of SQLs) x 100
For example, if 100 SQLs resulted in 20 new customers, the percentage would be:
(20/100) x 100 = 20%
A higher percentage indicates greater sales effectiveness at closing qualified leads. A lower percentage may signal issues with sales execution or lead quality.
Why track SQL to Customer/Client Percentage?
Monitoring this metric helps businesses:
Identify gaps in the sales process that cause fallout
Assess productivity of sales activities
Optimize lead qualification criteria
Set standards for sales conversion rates
Improving this percentage over time shows greater efficiency capitalizing on qualified leads. This maximizes the return on lead generation efforts.
In summary, the SQL to Customer/Client percentage measures how successfully sales can convert strong leads into won deals. Tracking this ensures quality sales processes.
Deals Won per Period
The Deals Won per Period metric tracks the number of new deals closed by the sales team over a defined time frame like a month or quarter.
For example, if a sales team closed 10 new deals last month, their Deals Won per Period for that month would be 10.
Why track Deals Won per Period?
Monitoring this helps businesses:
Gauge sales team effectiveness at closing deals
Identify trends and inconsistencies in won deals
Assess productivity of sales activities and processes
Set standards for expected sales volume
A higher Deals Won per Period indicates greater sales success. Lower volume may signal issues closing deals or sales inefficiencies.
Comparing Deals Won across periods provides insight into growth, seasonality, and stability in closed sales. This informs changes to sales goals and resourcing.
Upsells per Period
Upselling refers to selling additional products or services to existing customers.
The Upsells per Period metric tracks how many successful upsells a business completes over a defined time frame like a month or quarter.
For example, if a company upsold 5 existing customers last month, their Upsells per Period for that month would be 5.
Why track Upsells per Period?
Monitoring this helps businesses:
Gauge effectiveness at generating more revenue from current customers
Identify trends and opportunities in customer needs
Assess productivity of account management activities
Set standards for upsell targets
A higher Upsells per Period indicates greater success increasing customer value. Lower numbers may signal missed opportunities to upsell.
Comparing Upsells per Period over time provides insight into growth and seasonality. This can inform changes to account management strategies.
Upsells per Customer
Upsells per Customer looks at the average number of additional products or services sold to existing customers over a period of time.
This can be tracked purely in number of upsells, or in revenue from upsells. Tracking in revenue provides greater insight into the value of upsells.
Example
A company upsold to 10 existing customers last month
Total revenue from those upsells was $5,000
They had 100 total customers
Their Upsells per Customer would be:
0.1 upsells per customer (10 upsells / 100 customers)
$50 average upsell revenue per customer ($5,000 upsell revenue / 100 customers)
A higher upsells per customer average indicates greater success increasing customer value. Low numbers show opportunities to improve cross-selling.
Monitoring this over time shows the trend in expanding customer revenue. Improving upsell rates or revenue shows greater customer lifetime value.
In summary, Upsells per Customer measures a company's ability to cross-sell. Tracking this KPI provides visibility into customer revenue growth opportunities.
Average Upsell per Customer
The Average Upsell per Customer metric looks specifically at the revenue generated from upselling to existing customers, on average.
It is calculated by:
Total Upsell Revenue / Number of Customers
Example
A company generated $10,000 in revenue from upselling existing customers last month
They have 1,000 total customers
Their Average Upsell per Customer would be:
$10,000 upsell revenue / 1,000 customers = $10 average upsell per customer
A higher average means the company is successfully selling more to existing customers. A low average signals opportunity to improve upselling.
Why track Average Upsell per Customer?
This KPI helps businesses:
Identify opportunities to provide add-on products/services
Assess effectiveness of account management and cross-selling
Set pricing for additional products or features
Gauge customer lifetime value
Tracking Average Upsell per Customer over time shows the revenue growth from existing accounts. Increasing this average ultimately boosts profitability.
Retention Percentage
Retention percentage measures the percentage of customers that a company retains over a specified period of time, such as a month or year.
It's calculated by taking the number of retained customers from a period and dividing it by the total number of customers at the beginning of that period.
Example
A company had 100 customers at the start of January
In February they retained 90 of those original customers
Their retention percentage would be:
90 retained customers / 100 starting customers = 90% retention
A higher retention percentage indicates the company is doing well keeping and satisfying existing customers. A lower percentage means they are losing more customers, pointing to issues with product fit or customer service.
Why track Retention Percentage?
Identify causes of churn
Gauge customer satisfaction levels
Evaluate effectiveness of customer retention initiatives
Model future revenue streams
Improving retention over time leads to higher lifetime customer value, stronger referrals, and more predictable revenues. Declining retention is a threat to the health of the business.
Churn Percentage
Churn percentage measures the percentage of customers that stopped doing business with a company over a given time period. It is the opposite of retention rate.
Churn percentage is calculated by taking the number of customers lost, divided by the total number of starting customers in the measured period.
Example
A company had 1,000 customers at the beginning of March
By the end of March they lost 100 of those customers
Churn percentage = 100 lost customers / 1,000 starting customers = 10% churn
A higher churn percentage indicates issues with retaining customers. A lower percentage means more customers are staying with the company.
Why track Churn Percentage?
Monitoring churn helps businesses:
Identify reasons customers leave
Evaluate customer satisfaction levels
Assess pricing and product/service fit
Model revenue impact of customer losses
Reducing churn over time leads to higher customer lifetime value and more predictable revenues. Increasing churn makes growth difficult and threatens the health of a business.
Churned Customers Count
The Churned Customers Count metric tracks the total number of customers that stopped doing business with a company over a measured time period.
Example
If a company had:
1,000 customers at the start of January
100 of those customers churned (stopped doing business) by the end of January
Their Churned Customers Count for January would be 100.
A higher churned customer count indicates issues retaining and satisfying the existing customer base. A lower count means better customer retention.
Why track Churned Customers Count?
Monitoring this count helps businesses:
Quantify the scale of customer losses
Identify patterns in churned accounts
Estimate impact of churn on revenue
Set goals for reducing churn
Reducing churned customers over time leads to higher lifetime value, stronger referrals, and more predictable revenues. An increasing churn count makes growth difficult and threatens the health of a business.
Contracts Signed
The Contracts Signed metric tracks the number of new contracts executed with customers over a defined time period, such as monthly or quarterly.
A contract represents a legal business agreement for products/services between the company and customer for a set term.
Example
If a company signed 15 new contracts with customers last month, their Contracts Signed KPI for that month would be 15.
Why track Contracts Signed?
Monitoring this helps businesses:
Gauge sales effectiveness at closing deals
Identify trends in sales cycle length
Assess productivity of the sales team
Set goals for sales quotas
A higher contracts signed number indicates sales success converting opportunities into closed deals. A lower number may signal issues in the sales process resulting in fewer closed contracts.
Comparing contracts signed over time shows progress acquiring new customers and growing the business. Fluctuations can inform changes to sales strategies and staffing.
Sales Demos Booked
A sales demo (or demonstration) is a presentation and interactive session where a salesperson shows a prospect how a product or service works and its benefits.
The Sales Demos Booked metric tracks the number of demos scheduled by sales with potential new customers over a period of time, such as weekly or monthly.
Why track Sales Demos Booked?
Monitoring this helps businesses:
Gauge prospect interest and sales pipeline health
Identify trends in outreach effectiveness
Assess productivity of sales activities
Set standards for number of demos to be booked
A higher number of booked demos indicates greater sales success in engaging and qualifying prospects. A lower number may signal issues generating prospect interest.
Comparing booked demos over time shows progress acquiring new potential customers. Fluctuations can inform changes to sales strategies and staffing.
Sales Demos Delivered
A sales demo (or demonstration) is an interactive presentation where a salesperson shows a prospect how a product or service works and its benefits.
The Sales Demos Delivered metric tracks the number of demos actually conducted by the sales team with potential new customers over a defined time period, like weekly or monthly.
If the sales team conducted 15 demos last week, then Sales Demos Delivered for that week would be 15.
Why track Sales Demos Delivered?
Tracking this helps businesses:
Understand actual prospect engagement versus scheduled
Identify trends in demo show rates
Assess productivity of sales team outreach efforts
Set standards for demos to be conducted
A higher number indicates sales is effectively engaging and showcasing to prospects. A lower number may signal issues like high cancellation rates.
Comparing sales demos delivered over time shows progress moving prospects through the pipeline. This informs changes to sales strategies and resource planning.
Sales Demos No-Shows
A sales demo no-show tracks when a scheduled sales demo with a potential customer does not end up taking place. The prospect either cancels or simply doesn't show up.
The Sales Demo No-Shows metric monitors the number of demos that fall through over a given timeframe, like weekly or monthly.
Why track Sales Demos No-Shows?
Tracking no-shows helps businesses:
Identify issues retaining prospect engagement
Assess effectiveness of sales outreach processes
Uncover gaps in qualifying and scheduling demos
Set standards for maximum allowed no-show rate
A higher no-show rate indicates problems qualifying engaged prospects and securing their commitment. A lower rate shows sales success delivering on scheduled demos.
Monitoring no-shows over time can highlight needed improvements in prospect contact strategies to reduce fallout. It improves sales productivity.
Sales Strategy Calls Booked
A sales strategy call is a scheduled discussion where the salesperson explores a prospect's needs, challenges, and goals to determine if and how the company's offering provides a fit.
Sales Strategy Calls Booked tracks the number of these exploratory calls set by the sales team with potential new customers over a defined period of time, like weekly or monthly.
Why track Sales Strategy Calls Booked?
Monitoring this helps businesses:
Gauge prospect interest level
Identify trends in outreach effectiveness
Assess productivity of sales activities
Set standards for number of calls to be booked
A higher number indicates greater success engaging prospects. A lower number may signal issues generating interest or qualifying leads.
Comparing booked calls over time shows progress moving prospects through the early pipeline stages. This informs changes to sales strategies and resource planning.
Website Visits
Website visits track how many times people load and view a website. It provides a count of the number of individual browsing sessions.
Monitoring website visits helps businesses:
Gauge traffic and awareness of their web presence
Identify trends related to marketing campaigns, seasonality, events
Benchmark before and after website changes
Set goals for increased visibility
Higher visits indicate greater awareness and interest in the business. Declining visits may signal issues like technical problems or ineffective marketing.
Comparing website visits over time shows the growth and consistency of traffic. This informs decisions about search optimization, digital advertising and content creation.
Website Bounce Rate
Bounce rate measures the percentage of visitors who leave a website after viewing only one page.
How to calculate Website Bounce Rate
It's calculated by dividing the number of bounces by total website visits.
Example
If 100 people visited a website in a day and 20 of them bounced, the bounce rate would be:
20 bounces / 100 visits = 20% bounce rate
Why track Website Bounce Rate?
Monitoring bounce rate helps businesses:
Identify issues with webpage content
Improve website navigation
Diagnose technical problems causing exits
Benchmark landing page quality
Reducing bounce rate over time improves visitor engagement and indicates people are finding the site useful. High or increasing bounce rates signify issues that should be addressed.
Page Conversion to Sale
Page conversion to sale measures the percentage of website visitors on a specific landing page who complete a desired action, usually a purchase or sign-up.
It shows how well a page converts browsers into buyers or leads.
The formula is:
Page Conversion to Sale % = (Number of conversions / Number of visitors) x 100
Example
If 100 people visited a pricing page and 10 signed up for a free trial, the page conversion rate would be:
(10 conversions / 100 visitors) x 100 = 10%
A higher percentage indicates the page is effective at driving desired actions. A low percentage means copy, offers or layout should be improved.
Why track Page Conversion to Sale
Tracking this helps businesses:
Identify high and low performing pages
Optimize pages to improve conversion
Prioritize updates for underperforming pages
Set goals and benchmarks for improvement
Optimizing page conversion drives more leads and sales. Monitoring changes over time shows which pages provide the best ROI.
Inventory Cycle Time per Period
Calls/connections per period tracks the number of outbound calls made or inbound connections received by a business over a defined time frame like daily, weekly or monthly.
For example, if a customer service team handles 200 phone connections in a day, their calls per period for that day is 200.
Monitoring this helps businesses:
Gauge contact volume and resource needs
Identify trends related to campaigns, promotions, seasonality
Set staffing requirements and productivity benchmarks
Optimize use of toll-free numbers or tracking codes
An increasing number of calls/connections can signal growing awareness and customer engagement. Declines may indicate issues like poor marketing performance or customer satisfaction.
Comparing call volumes over time provides insight into contact patterns and demand fluctuations. This informs staffing levels, support hours and contact center capacities