Accurate measurement is fundamental to effective sales planning, forecasting, and performance management. However, many organizations struggle to identify which sales KPIs truly drive insights and decisions. Tracking only top-line metrics like total revenue may overlook the underlying factors influencing outcomes, while monitoring too many fragmented data points often creates confusion instead of clarity.
This guide is designed to help finance, planning, and analytics professionals establish a well-rounded approach to sales measurement. It offers a comprehensive, logically organized list of over 100 sales KPIs—spanning pipeline health, conversion efficiency, customer value, and more—to support strategic planning, improve accountability, and enable proactive decision-making at every stage of the sales process.
To build a useful dashboard, it's crucial to understand the two primary types of sales KPIs:
A balanced dashboard includes a mix of both. Leading indicators show you where you're going; lagging indicators tell you where you've been.
Use this comprehensive table to identify the most critical sales KPIs for your business. KPIs are provided for these categories:
Select a curated list of 10-15 metrics—a mix of leading and lagging indicators from different categories—to build your own powerful performance dashboard.
A comprehensive table for finance, planning, and analytics teams to track what truly matters—from pipeline health to conversion efficiency and customer value.
| No | Sales KPI | Type | Description | Formula / Calculation |
|---|---|---|---|---|
| Category 1: Sales Activity KPIs | (Measures the day-to-day effort and controllable actions of your sales team.) | |||
| 1 | Number of Calls Made | Leading | The total number of outbound calls made by a sales rep or team. | |
| 2 | Number of Emails Sent | Leading | The total number of outbound sales emails sent. | |
| 3 | Number of Personalized Emails Sent | Leading | Emails that are highly customized for the recipient, beyond just a name token. | |
| 4 | Number of Video Prospecting Messages | Leading | The number of personalized video messages sent to prospects (e.g., via Loom, Vidyard). | |
| 5 | Number of Meetings Booked | Leading | The total number of qualified meetings or appointments set. | |
| 6 | Number of Demos Conducted | Leading | The total number of product demonstrations given to qualified prospects. | |
| 7 | Number of Social Media Touches | Leading | The count of meaningful interactions (DMs, comments, shares) on professional networks. | |
| 8 | Number of Proposals/Quotes Sent | Leading | The total number of formal proposals or price quotes delivered to prospects. | |
| 9 | Number of Follow-up Activities | Leading | The total number of follow-up calls or emails made after an initial contact or meeting. | |
| 10 | Calls-to-Conversation Ratio | Leading | The percentage of dials that result in a meaningful conversation with a prospect. | (Meaningful Conversations / Total Dials) |
| 11 | Emails-to-Meetings Ratio | Leading | The percentage of emails that successfully result in a booked meeting. | (Meetings Booked / Emails Sent) |
| 12 | Daily/Weekly Active Selling Time | Leading | The amount of time reps spend actively engaged in selling activities (calls, meetings, demos). | |
| 13 | Number of Accounts Prospected | Leading | The total number of new accounts a rep has researched and initiated outreach to. | |
| 14 | Open Rate (Email) | Leading | The percentage of sent emails that were opened by prospects. | |
| 15 | Reply Rate (Email) | Leading | The percentage of sent emails that received a reply. | |
| (Measures the health, flow, and quality of your sales funnel from top to bottom.) | ||||
| 16 | Number of New Leads (Inbound) | Leading | The total number of new contacts or inquiries entering the top of the funnel from marketing efforts. | |
| 17 | Number of New Leads (Outbound) | Leading | The total number of new contacts generated through sales-led prospecting efforts. | |
| 18 | Marketing Qualified Leads (MQLs) | Leading | The number of leads deemed ready for sales follow-up by the marketing team based on engagement. | |
| 19 | Sales Qualified Leads (SQLs) | Leading | The number of MQLs that the sales team has vetted and accepted as legitimate opportunities. | |
| 20 | Lead Response Time | Leading | The average time it takes for a sales rep to follow up with a new inbound lead. | (Timestamp of first response - Timestamp of lead creation) |
| 21 | MQL-to-SQL Conversion Rate | Leading | The percentage of MQLs that successfully convert into SQLs. A key alignment metric for Sales & Marketing. | (Total SQLs / Total MQLs) |
| 22 | SQL-to-Opportunity Conversion Rate | Leading | The percentage of SQLs that are converted into an active sales opportunity in the pipeline. | (New Opportunities / Total SQLs) |
| 23 | Pipeline Value | Leading | The total dollar value of all open opportunities in the sales pipeline. | |
| 24 | Weighted Pipeline Value | Leading | The pipeline value adjusted for the probability of closing based on the sales stage of each deal. | Sum of (Opportunity Value * Close Probability %) |
| 25 | Number of New Opportunities Created | Leading | The number of new deals added to the pipeline in a given period. | |
| 26 | Pipeline Coverage Ratio | Leading | The ratio of your open pipeline value to your sales quota (e.g., a 3x coverage means you have 3 times your quota value in the pipeline). | (Total Pipeline Value / Sales Quota) |
| 27 | Pipeline Stage Conversion Rates | Leading | The percentage of opportunities that move from one stage of the pipeline to the next (e.g., Discovery to Demo). | |
| 28 | Pipeline Aging / Stalled Deals | Leading | The number or percentage of opportunities that have not advanced in the pipeline for a defined period (e.g., 30 days). | |
| 29 | Average Opportunity Age | Leading | The average number of days that opportunities have been open in your pipeline. | |
| 30 | Pipeline Growth Rate | Leading | The rate at which new pipeline value is being added over a period. | |
| Category 3: Sales Cycle & Efficiency KPIs | (Measures the speed and efficiency of your sales process.) | |||
| 31 | Average Sales Cycle Length | Lagging | The average number of days it takes to close a deal, from initial contact to signed contract. | Sum of (Days to Close for all won deals) / Number of Deals |
| 32 | Sales Cycle by Deal Size/Segment | Lagging | Analyzing sales cycle length for different customer segments (e.g., SMB vs. Enterprise). | |
| 33 | Lead-to-Close Conversion Rate | Lagging | The overall percentage of new leads that eventually become paying customers. | (Total Deals Won / Total Leads) |
| 34 | Time Spent in Each Sales Stage | Both | The average number of days an opportunity spends in each stage of your sales pipeline. Identifies bottlenecks. | |
| 35 | Sales Velocity | Both | A formula that measures how quickly deals are moving through your pipeline and generating revenue. | (Opportunities x Avg. Deal Size x Win Rate) / Sales Cycle Length |
| 36 | Opportunity-to-Win Ratio | Lagging | The percentage of qualified opportunities that result in a closed-won deal. | |
| 37 | Demo-to-Close Rate | Lagging | The percentage of demos conducted that ultimately lead to a closed deal. | |
| 38 | Proposal-to-Close Rate | Lagging | The percentage of sent proposals that are accepted and become closed deals. | |
| 39 | Touchpoints per Closed Deal | Lagging | The average number of interactions (calls, emails, meetings) required to close a deal. | |
| Category 4: Sales Outcome KPIs | (Measures the ultimate results of your sales efforts. These are the bottom-line metrics.) | |||
| 40 | Total Revenue | Lagging | The total amount of revenue generated from sales in a given period. | |
| 41 | Revenue by Region/Product/Rep | Lagging | Breaking down total revenue by different segments for deeper analysis. | |
| 42 | Annual Recurring Revenue (ARR) / Monthly Recurring Revenue (MRR) | Lagging | The predictable revenue a company can expect to receive on an annual or monthly basis (for SaaS/subscription businesses). | |
| 43 | Win Rate (%) | Lagging | The percentage of all opportunities (won and lost) that are won. | (Deals Won / (Deals Won + Deals Lost)) |
| 44 | Loss Rate (%) | Lagging | The percentage of all opportunities that are lost. | |
| 45 | Average Deal Size | Lagging | The average dollar value of a closed-won deal. | (Total Revenue / Number of Deals Won) |
| 46 | Quota Attainment (%) | Lagging | The percentage of a sales rep's or team's assigned quota that was achieved. | (Achieved Revenue / Quota) * 100 |
| 47 | New Logo Revenue | Lagging | The amount of revenue generated from brand new customers. | |
| 48 | Expansion Revenue (Upsell/Cross-sell) | Lagging | The amount of revenue generated from existing customers through upgrades or add-on sales. | |
| 49 | Average Revenue Per Account (ARPA) | Lagging | The average revenue generated per customer account, usually measured monthly or annually. | |
| 50 | Year-over-Year (YoY) Growth | Lagging | The percentage increase in revenue compared to the same period in the previous year. | ((Current Year Revenue - Prior Year Revenue) / Prior Year Revenue) |
| 51 | Average Contract Value (ACV) | Lagging | The average value of a customer contract, normalized to a one-year period. | |
| 52 | Total Contract Value (TCV) | Lagging | The total value of a contract, including one-time fees and recurring charges over the entire contract term. | |
| 53 | Gross Profit Margin per Sale | Lagging | The percentage of revenue left after subtracting the cost of goods sold (COGS). | |
| 54 | Booking vs. Billings vs. Revenue | Lagging | Understanding the difference: Bookings (commitment), Billings (invoice), Revenue (recognized). | |
| 55 | Discounting Level | Lagging | The average percentage discount given on deals. | |
| Category 5: Customer Success & Retention KPIs | (Measures what happens after the sale.) | |||
| 56 | Customer Churn Rate (Logo & Revenue) | Lagging | The percentage of customers (Logo) or revenue (Revenue) that cancel or do not renew in a given period. | (Customers Lost / Total Customers at start of period) |
| 57 | Customer Lifetime Value (CLV) | Lagging | A prediction of the total revenue a business can expect from a single customer account. | (Avg. Purchase Value * Avg. Purchase Frequency) / Churn Rate |
| 58 | Net Revenue Retention (NRR) | Lagging | The percentage of recurring revenue retained from existing customers, including expansion and downgrades/churn. | ((Starting MRR + Expansion - Downgrades - Churn) / Starting MRR) |
| 59 | Gross Revenue Retention (GRR) | Lagging | The percentage of recurring revenue retained from existing customers, excluding any expansion revenue. | ((Starting MRR - Downgrades - Churn) / Starting MRR) |
| 60 | Customer Acquisition Cost (CAC) | Lagging | The total cost of sales and marketing efforts required to acquire a new customer. | (Total Sales & Marketing Costs / Number of New Customers) |
| 61 | CLV-to-CAC Ratio | Lagging | The ratio of customer lifetime value to customer acquisition cost. A key indicator of business model health. | (CLV / CAC) |
| 62 | CAC Payback Period | Lagging | The number of months it takes to earn back the cost of acquiring a new customer. | (CAC / (ARPA * Gross Margin %)) |
| 63 | Net Promoter Score (NPS) / Customer Satisfaction (CSAT) | Lagging | Metrics that measure customer loyalty and satisfaction with your product or service. | |
| 64 | Customer Health Score | Both | A composite metric, often a score of 1-100, that predicts a customer's likelihood to churn or grow. | |
| 65 | Product Adoption Rate | Leading | The percentage of a customer's licensed users who are actively using the product. | |
| 66 | Renewal Rate | Lagging | The percentage of customers who are up for renewal that successfully renew their contract. | |
| 67 | Downgrade/Contraction Revenue | Lagging | The amount of MRR lost from existing customers who reduce their subscription level. | |
| Category 6: Sales Team Performance & Enablement KPIs | (Measures the effectiveness of your sales management and coaching.) | |||
| 68 | Sales Rep Ramp Time | Lagging | The average time it takes for a new sales rep to become fully productive and achieve their quota. | |
| 69 | Sales Rep Attrition Rate | Lagging | The percentage of sales reps who leave the company in a given period. | |
| 70 | Forecast Accuracy | Lagging | The percentage difference between the sales team's forecasted revenue and the actual revenue achieved. | (Total Sales & Marketing Costs / Number of New Customers) |
| 71 | Percentage of Reps Achieving Quota | Lagging | The percentage of the sales team that met or exceeded their quota in a given period. | (Reps at or above Quota / Total Reps) |
| 72 | Time Spent Selling vs. Admin Tasks | Both | The ratio of time spent on core selling activities versus time spent on administrative tasks like CRM updates. | |
| 73 | Sales Tool Adoption Rate | Leading | The percentage of the sales team actively using the provided sales technology stack (e.g., CRM, sales intelligence tools). | |
| 74 | Pipeline Generated by Rep | Leading | The amount of new pipeline value each individual sales rep is creating. | |
| 75 | Win Rate by Rep | Lagging | The individual win rate for each sales rep, useful for identifying coaching opportunities. | |
| 76 | Average Deal Size by Rep | Lagging | The individual average deal size for each rep. | |
| 77 | Sales Training ROI | Lagging | The return on investment for sales training programs, often measured by performance improvement post-training. | |
| Category 7: Channel & Partner Sales KPIs | (Measures the performance of indirect sales channels and partnerships.) | |||
| 78 | Number of Partner-Sourced Leads | Leading | The total number of leads generated and submitted by channel partners. | |
| 79 | Partner Lead Conversion Rate | Lagging | The percentage of partner-sourced leads that convert into customers. | |
| 80 | Partner-Sourced Revenue | Lagging | The total revenue generated from deals originating from channel partners. | |
| 81 | Partner Contribution Margin | Lagging | The profit margin on deals sourced through partners after accounting for partner commissions and costs. | |
| 82 | Average Sales Cycle for Partner Deals | Lagging | The average time it takes to close a deal that was sourced through a partner. | |
| 83 | Partner Engagement/Activation Rate | Leading | The percentage of signed partners who are actively submitting leads or closing deals. | |
| 84 | Through-Partner Marketing ROI | Lagging | The return on investment for marketing development funds (MDF) or other partner marketing activities. | |
| Category 8: Industry-Specific KPIs | (These KPIs are highly important within their specific industry context.) | |||
| SaaS / Software | ||||
| 85 | Lead Velocity Rate (LVR) | Leading | The month-over-month growth in qualified leads. A key indicator of future growth potential. | ((Current Month's SQLs - Last Month's SQLs) / Last Month's SQLs) |
| 86 | Daily/Monthly Active Users (DAU/MAU) | Both | The number of unique users who engage with your product on a daily or monthly basis. | |
| 87 | Free Trial Conversion Rate | Lagging | The percentage of free trial users who convert to paying customers. | (New Customers from Trial / Total Trial Users) |
| 88 | "Magic Number" | Lagging | A measure of sales and marketing efficiency for recurring revenue businesses. | ((Current Quarter's New ARR * 4) / Previous Quarter's S&M Expense) |
| Retail / eCommerce | ||||
| 89 | Sales per Square Foot | Lagging | The average revenue generated for every square foot of sales space. | |
| 90 | Average Transaction Value (ATV) | Lagging | The average amount spent by a customer in a single transaction. | (Total Revenue / Number of Transactions) |
| 91 | Foot Traffic | Leading | The number of people who enter a physical store location. | |
| 92 | Shopping Cart Abandonment Rate | Lagging | The percentage of online shoppers who add items to a cart but do not complete the purchase. | (1 - (Completed Transactions / Carts Created)) |
| 93 | Inventory Turnover | Lagging | The number of times inventory is sold or used in a given time period. | (Cost of Goods Sold / Average Inventory) |
| 94 | Sell-Through Rate | Lagging | The percentage of units received from a manufacturer that are sold to customers. | (Units Sold / Units Received) |
| Manufacturing / Industrial | ||||
| 95 | Quote-to-Order Ratio | Lagging | The percentage of quotes or proposals that are converted into firm orders. | (Orders Won / Quotes Sent) |
| 96 | Order Size by Product Line | Lagging | The average monetary value or unit volume of orders for specific product categories. | |
| 97 | Sales by Channel (Direct, Distributor, OEM) | Lagging | The breakdown of revenue coming from different sales channels. | |
| 98 | Reorder Rate | Lagging | The frequency with which existing customers place new orders for products or materials. | |
| Professional Services / Consulting | ||||
| 99 | Billable Utilization Rate | Lagging | The percentage of an employee's total working hours that are billed to clients. | (Billable Hours / Total Available Hours) |
| 100 | Project Profitability / Margin | Lagging | The net profit generated from a specific client project after all costs are accounted for. | |
| 101 | Revenue per Billable Employee | Lagging | The total revenue divided by the number of client-facing, billable employees. | |
| 102 | Project Backlog | Leading | The total value of signed contracts for future work that has not yet been delivered. | |
| Airlines | ||||
| 103 | Revenue per Available Seat Mile (RASM) | Lagging | Total revenue divided by the total number of available seat miles. Measures overall revenue efficiency. | |
| 104 | Passenger Load Factor (PLF) | Lagging | The percentage of available seats on flights that are filled with paying passengers. A measure of capacity utilization. | (Revenue Passenger Miles / Available Seat Miles) |
| 105 | Passenger Yield | Lagging | The average revenue generated per passenger, per mile flown. A measure of fare pricing effectiveness. | |
| 106 | Cost per Available Seat Mile (CASM) | Lagging | The total operating costs divided by the number of available seat miles. Measures cost efficiency. | |
| Hotels / Hospitality | ||||
| 107 | Revenue Per Available Room (RevPAR) | Lagging | The hotel's average daily rate (ADR) multiplied by its occupancy rate. The primary metric for hotel performance. | (ADR * Occupancy Rate) |
| 108 | Average Daily Rate (ADR) | Lagging | The average rental income per occupied room per day. | (Room Revenue / Rooms Sold) |
| 109 | Occupancy Rate | Lagging | The percentage of available rooms that are sold or occupied for a given period. | (Rooms Sold / Total Rooms Available) |
| 110 | Average Length of Stay (ALOS) | Lagging | The average number of nights guests stay at the hotel. | |
| Pharmaceutical / Life Sciences | ||||
| 111 | New Prescriptions (NRx) / Total Prescriptions (TRx) | Lagging | The number of new prescriptions vs. total (new + refills) written for a drug in a territory. | |
| 112 | Physician Reach & Frequency | Leading | The number of target physicians met with (reach) and the average number of visits per physician (frequency). | |
| 113 | Market Share by Territory | Lagging | The percentage of a drug's sales compared to the total sales for its therapeutic class in a specific region. | |
| 114 | Sample Utilization Rate | Lagging | The volume of drug samples distributed compared to the amount allocated to a sales rep. |
Don't just stop with tracking data that is available; implement a balanced set of sales KPIs to tell a story and guide your strategy. The goal is not to monitor all of these metrics. Instead, select 10-15 KPIs from this list—a mix of leading and lagging indicators from different categories—that are most relevant to your specific business goals. This curated dashboard will become your single source of truth for planning, coaching, and high-performance sales management.
Lumel enables sales and finance teams to move from reactive reporting to proactive performance management with data-driven planning tools. By turning the right KPIs into actionable insights, Lumel helps you build a truly high-performing sales engine. The firm was recognized as the best Overall vendor for EPM in 2025.
To follow our experts and receive thought leadership insights on data & analytics, register for one of our webinars. To learn how Lumel Enterprise Performance Management (EPM) supports new product introductions, reach out to us today.
