95 terms from Sales and Revenue Economics, each defined in a sentence or two, with a link to the calculator that works the number out where one exists.
How much of an account potential spend you already hold.
What is left after the cost of serving that account. Some large accounts lose money.
Calls, emails and meetings per rep. An input metric, and a poor one to manage by alone.
The share of reps hitting target. If it is below half, the quota is wrong, not the team.
Mean time from open to closed.
The same measure in sales language.
Mean reduction off list price. Every point comes straight out of margin.
Open the calculator →Revenue divided by closed deals.
Mean deal value. Watch the median alongside it.
Contracts signed but never billed correctly.
Profitability of a route to market, direct or otherwise.
Another name for the same estimate.
Total commission paid. A variable cost, and it belongs in contribution margin.
Open the calculator →The share of revenue paid to the rep.
Revenue the team is confident will land this period.
Growth expressed as the constant rate that would produce the observed change across several periods. Annualising means raising the period rate to a power, never multiplying it.
Open the calculator →The share of calls answered.
The share of attempts that reached a human.
Revenue under signed agreement, earned or not.
Setting a price by adding a fixed percentage to unit cost. Simple and defensible, but it prices from your costs rather than from what the buyer will pay.
Open the calculator →Pipeline against target, in general use.
Revenue from selling adjacent products to existing customers.
Estimated value of adjacent products you could sell them.
The balance between new, expansion and renewal business.
The spread of deal values. Averages hide a business built on three large accounts.
How fast deals move through the pipeline.
The share that reached a product demonstration.
How many periods a given growth rate needs to double revenue. Dividing 72 by the growth percentage gives a close approximation and turns an abstract rate into a date.
Open the calculator →Revenue kept by offering something cheaper instead of losing them.
Revenue from customers you already had.
Growth inside existing accounts.
How close the forecast came to reality. Track it, or forecasting is theatre.
Whether the team consistently over or under-calls. More useful than accuracy on its own.
How far individual forecasts scatter from the outcome.
The gap between list price and what you actually collected.
The share of deals lost to a competitor.
The share of conversations that produced a booked meeting.
The share that died without anyone choosing. Usually larger than losses, and usually ignored.
The share of opportunities that close.
The odds a qualified opportunity converts.
The share of deals that end in a signature.
What a partnership earns after revenue share and support cost.
How much pipeline you hold against the target you need to hit.
That relationship as a number. Three to one is the usual rule of thumb, and it depends entirely on win rate.
Projected revenue based on what is currently open.
The total worth of what is open, before any weighting.
A discount given to close a deal.
The same, spelled out.
The share that reached a written offer.
The revenue target assigned to a rep or team.
How much of that target was hit.
Total quota across the team. Your theoretical revenue ceiling.
What it costs to carry one unit of quota.
Whether you have enough reps carrying enough quota to reach the plan.
Revenue delivered against quota carried.
Revenue from customers who had left.
Revenue you are allowed to count as earned.
Contracts continuing rather than starting.
Renewals lost through process failure rather than dissatisfaction.
Whether an individual rep generates more than they cost.
What one salesperson delivers against their cost.
What finance expects to book.
Money that should have arrived and did not, through discounts, errors or unbilled usage.
Revenue per unit of sales cost.
Total go-to-market cost. The denominator in most efficiency ratios.
Open the calculator →How much the team can realistically sell with its current headcount.
The full package of salary, commission and bonus.
The whole process from first contact to close.
How long that takes. Longer cycles mean acquisition cost sits unrecovered for longer.
Open the calculator →What sales expects to close.
The change in revenue between two periods as a percentage of the earlier one. Comparable only when the periods are the same length and the same season.
Open the calculator →Every open opportunity, arranged by stage.
Revenue produced per rep.
The share of deals moving from one stage to the next. Where the pipeline leaks.
The probability assigned to each pipeline stage.
Whether a geography or segment covers the cost of covering it.
Days from opportunity created to won.
How fast an inbound enquiry becomes a worked lead. Measured in minutes, not days, if you care about it.
Days from lead to qualified deal.
How long from first touch to money in the bank.
Revenue from moving customers up a tier.
Estimated value of moving them to a higher tier.
Pipeline value multiplied by stage probability.
The unsold opportunity inside accounts you already have. Usually cheaper than new logos.
The price charged to a retailer who will resell the product. It has to leave margin for both parties, which is why the retail price is usually set first and worked backwards.
Open the calculator →The chance a specific deal closes.