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Make your own copy. Open the fill-in Commercial Sales Scoreboard, then enter your numbers in the green cells and compare each to the target range. In Google Sheets choose File, then Make a copy; in Excel, save a copy.
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A RocketLevel guide for restoration owners and commercial sales leaders, backed by decades of experience in the trade. About a 9-minute read.
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Which one do I need? This is the sales-activity scoreboard: dials, meetings, show rate, pipeline coverage, the numbers you run reps on. For the financial operating scorecard, the numbers you run the business on, such as earnings before interest, taxes, depreciation and amortization (EBITDA), days sales outstanding (DSO), work in progress (WIP) and margin, see The Commercial Operating Scorecard: The Numbers to Run Your Business On.
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Plenty of shops measure their commercial sales effort by revenue alone, and by the time revenue looks wrong, the quarter is already lost. The owners and sales leaders who actually run a commercial motion watch a small set of numbers that predict revenue long before it lands, and they coach the ones a rep can change this week.
The scoreboard is short on purpose, because a rep cannot improve fifteen metrics at once. The numbers below split into three groups: leading indicators (the activity you can see today), the funnel (how that activity converts), and lagging indicators (the pipeline and results that follow). Watch the leading numbers to coach behavior, watch the funnel to find where deals leak, and watch the lagging numbers to know whether the whole thing is working.
Every range on this page is a starting target to calibrate to your own market and your own model. A shop running an in-house phone rep will see different numbers than one running an outsourced team or a field rep who spends the week on site walks. The ranges below are scoped to your own in-house rep. An outsourced inside sales team may run higher: RocketLevel Commercial staffs its own programs to 75 to 100 touches a day across phone, email and social, a different motion from the in-house rep these ranges describe. A phone-heavy motion lives on dials and connect rates; a field-heavy motion lives on fewer, warmer touches and higher meeting quality. Treat these as a place to start, then replace each one with your own actuals once you have 90 days of clean data.
Leading indicators are the inputs a rep controls directly. They show up daily, before any deal closes, which is exactly why they are coachable. If the activity is right and the results are not yet there, look at patience and targeting before effort. If the activity itself is light, you have found your first fix.
| Metric | Starting target to calibrate | What it tells you |
|---|---|---|
| Outreach touches per day, per rep | 40 to 75 dials a day plus emails | Raw activity. A field rep running site walks does fewer but warmer touches, so calibrate down for field-heavy roles. |
| Follow-up touches per account before moving on | Four to eight, to land a first meeting | Discipline. In RocketLevel's experience a commercial relationship tends to turn somewhere between the fourth and eighth touch rather than on the first call. Replace it with your own number once you have the data. |
The second number is the one many shops fail. A rep who quits an account after two touches is leaving the relationship for a competitor who keeps showing up. The follow-up count is the single most coachable leading indicator you have.
The funnel is where you find the leak. Each stage converts at a rate, and a rate that sits far below its range is a coaching target with a name. A low connect rate is a list problem or a timing problem. A low show rate is a confirmation problem. A low meeting-to-opportunity rate is a qualification or targeting problem. The funnel turns a vague sense that "sales is slow" into a specific stage you can fix.
| Funnel stage | Starting target to calibrate | What a low number usually means |
|---|---|---|
| Connect rate (reach a decision maker) | 5 to 10 percent | Wrong list, wrong timing, or wrong number. The contact data needs work. |
| Cold email open rate | 20 to 40 percent | Subject lines, sender reputation, or list quality. |
| Dials to a booked meeting | roughly 2 to 5 percent (about 1 meeting per 20 to 45 dials) | The whole top of funnel: list, message, and rep skill combined. |
| Meetings booked per month, per dedicated rep | 4 to 10 | Output of all the activity above. The headline leading number for a sales leader. |
| Show rate (booked meeting attended) | 60 to 80 percent | Weak confirmation cadence, or meetings booked too far out. |
| Same-day meeting score, 1 to 4 | No target range. Track your own running average and watch which way it moves. | Meeting quality, recorded before the memory fades. Definitions below. |
| Meeting to qualified opportunity | 20 to 40 percent | Targeting and qualification. Too many meetings with the wrong decision maker. |
| Opportunity to won | 20 to 40 percent | Rep selling skill, pricing fit, and competitive position. |
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These ranges do not multiply out, and you should know that before you set a quota off them. Take the low end of each. Forty dials a day across roughly 21 working days is about 840 dials a month, and 2 percent of 840 is about 17 booked meetings. The high end is further off: 75 dials a day at 5 percent lands near 79. Neither one is anywhere near the 4 to 10 on the line above. Each range on this page was calibrated on its own, against a different motion, and none of them was ever checked against the other two.
To use them anyway: Meetings booked per month is the number that matters, because it is the output and the others are only inputs to it. Treat 4 to 10 as the honest expectation for a commercial rep who is also walking sites, sitting in meetings, and writing proposals, which is every rep you are actually going to hire. Treat the dial range as what a dedicated phone seat looks like when that is the whole job. Then stop using either. Log your own dials and your own booked meetings for one quarter and divide.
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Read this top to bottom and you can trace a revenue miss to its source. If meetings booked is healthy but won deals are thin, the leak is late in the funnel, in qualification or closing. If meetings booked is light, the leak is early, in list or message. The funnel tells you where to point the coaching.