Sales management · Performance evaluation
Score every rep on what they achieve and what they do, against a standard set in advance.
A rep performance scorecard puts each rep's results (attainment, margin, order size, collections) beside their activity (calls, selling time, expenses) against a standard and the team average. The page covers choosing six to eight measures, colouring them and using the card in a review.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
A rep performance scorecard puts each rep's results (attainment, margin, order size, collections) beside their activity (calls, selling time, expenses) against a standard and the team average. The page covers choosing six to eight measures, colouring them and using the card in a review.
The top-revenue rep at a pharma distributor in Kolkata gets the annual award. A closer look at the books shows the territory has the three largest hospitals, discounts have been steep and eleven lakh rupees of invoices are past credit terms. A newer rep in a smaller area quietly has the best margin and no overdue accounts. The award went to the wrong person.
A scorecard prevents that by looking at more than total sales. For each rep you pull a quarter of data from the CRM, Tally or ERP, calculate attainment, margin, average order and collections within terms, and put activity beside them: calls a day, selling time, expense as a share of sales. Then each measure gets a red, amber or green against a standard.
The sales manager fills it and shares it in the review. It follows the appraisal charter, which fixes the measures, and leads into the review conversation and any coaching.
Where this sits
Topic 12 of 14 in sales management: performance evaluation. Judging reps and the business fairly and regularly.
- The topic before
- Territory management
- The topic after
- Legal and ethical issues
If you want this done for you
The weekly review argues about numbers because everyone is counting something different.
The work
What this is actually like.
“Adjust standards for the territory”
A rep in a thin territory cannot meet the number set for the richest one. Fix the standard from potential and history, and publish it before the quarter starts.
“Festive months distort the quarter”
October and November move the numbers for retail and consumer lines. Compare each rep against the same quarter last year and the team, not against the previous quarter.
“Collections inside credit terms are part of sales”
A sale not collected is a loan. Include overdue amount or days sales outstanding in the card so the rep who chases payments is not outscored by the one who does not.
“Six to eight measures is the limit”
More than that and no rep knows what to change. Keep four outputs and two or three inputs, and drop any measure you never discuss in a review.
What we do
What you end up with.
The documents this topic produces, what each one is for, and how you know it is finished.
Quarterly data extract
One sheet of sales, quota, margin, orders, calls, days worked, expenses and collections for each rep, drawn from your systems.
Result: Finished when the totals match the ledger and the CRM.
The scorecard table
A row per rep, columns for each chosen measure, the standard and the team average.
Result: Finished when every cell is filled and every formula is visible.
RAG colours
Each measure marked red, amber or green by rules written at the top, such as the band either side of standard.
Result: Finished when a second person applying the rules gets the same colours.
Per-rep review card
A one-page view for each rep with the three strongest and weakest measures and two talking points.
Result: Finished when the rep can read it without the sales manager there and agree with the facts.
Measure list note
The chosen measures and why the others were dropped.
Result: Finished when it is fewer than eight lines and signed by the owner.
Why us
Why owners pick GullySales over an agency.
Marketing and sales, as one job
Most agencies stop at the enquiry. We also fix what happens after it: the reply, the follow-up, the quote and the CRM.
The person on the first call does the work
No account managers in between. You are never handed to someone you have not met.
A baseline before anything starts
Your numbers are written down on day one, so every later report compares against something honest.
The fee in writing, split three ways
Our time, your media spend and production on separate lines. You always see what goes to us.
No guarantees we cannot keep
The term is agreed in writing and never a default twelve months. We never promise a ranking or a lead count, because nobody controls those.
One office, and we say so
Nagarbhavi, Bengaluru. We work across India by call and WhatsApp and travel when a session needs to be in person.
#257, 3rd floor, Sri Nanjundeshwara Complex, Nagarbhavi 8th Block, Outer Ring Road. How we work.
Your brief
Tell us what you need, and we will read it before we call.
Eight short steps about your business, what you want and who decides. Most questions are a tap, and you can skip any you would rather answer on the call.
FAQ
Questions owners ask before they call.
Not here? More answers, or ask on WhatsApp.
Which measures should we pick?
Should reps see each other's scorecards?
We have no CRM. Can we still do this?
What do we do with a red rep?
How much does it cost?
How long is the contract?
How soon will we see results?
Who will actually do the work?
What do you need from us?
What if we are not happy with the work?
Where to go next
The work that carries this topic further.
The rest of performance evaluation
Or read all of sales management.
Your next practical step
Tell us what you are trying to grow, and we will read it before we call.
Eight short steps, mostly taps. Skip anything you would rather answer on the call.