Sales management · Sales planning and goals
Split the company target down to each rep and each week until it adds up.
A sales goal cascade breaks the company revenue target into product goals, territory goals, rep goals and then weekly and daily activity. Each level must add up to the one above. This page ends with a cascade sheet in rupees that reconciles, with allowance for your festive and monsoon seasons.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
A sales goal cascade breaks the company revenue target into product goals, territory goals, rep goals and then weekly and daily activity. Each level must add up to the one above. This page ends with a cascade sheet in rupees that reconciles, with allowance for your festive and monsoon seasons.
A paint dealer in Mysuru has a target of ₹6 crore for the year. The owner told the three reps to bring in more, and in October all three were behind. Nobody could say how far, because nobody had split the six crore into anything smaller.
A cascade is the arithmetic that turns an annual number into a Monday. Start with the company goal in rupees for the year. Split it by product using last year's sales and what the plan wants to push. Split again by territory using potential and history. Then agree a number with each rep.
It must add up. The rep goals total the territory goals, which total the product goals, which total the company number. Where they do not, the gap is the finding: either the plan is too ambitious or a territory has no one covering it.
The sales manager builds it with the reps in the room, and the owner signs. It follows the strategic-plan check and feeds the weekly review.
Where this sits
Topic 2 of 14 in sales management: sales planning and goals. Turning the business plan into goals each person can act on.
- The topic before
- The sales manager's job
- The topic after
- Sales force design
If you want this done for you
Next year's number was picked because it sounded ambitious, not because it was worked out.
The work
What this is actually like.
“Reps set higher goals than you would”
Given a blank sheet and a say, a rep names a figure close to or above what the owner would have set, and then owns it. A number handed down on a Monday morning is only a number.
“Seasonality moves the quarters”
Dividing a year by twelve is wrong for a paint dealer, a wedding jeweller or a fan distributor. Put last year's monthly sales as percentages on the sheet and spread the target on that shape, with Diwali and the monsoon marked.
“Activity targets come from your own ratios”
Take your own conversion from calls to meetings to quotations to orders. If one order needs five quotations, a rep with a monthly goal of ten orders needs fifty quotations. Use your figures, not anyone else's.
“A cascade that does not reconcile is the point”
If the reps' goals fall short of the territory total, do not push each rep up by a bit. Find the unclaimed area and either assign it or reduce the company goal in writing.
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.
The cascade sheet
One workbook tab with four blocks: company goal, product goals, territory goals, rep goals, each in rupees for the year and by month. A check row at the bottom of each block subtracts the total from the level above.
Result: Finished when every check row shows zero.
The seasonality row
Last year's monthly sales as a share of the year, for each product. Mark Diwali, Dussehra, Pongal, wedding season and the monsoon dip where they apply.
Result: Finished when the monthly targets follow the seasonal shape and no month is a flat twelfth.
Agreed rep goals
A one-page note per rep with their rupee goal, product mix and territory, signed by both rep and manager after a conversation, not a circular.
Result: Finished when each rep can state their number without looking at paper.
The activity ladder
For each rep, the working-days arithmetic: orders needed, quotations needed, meetings needed, calls needed, then per week and per day. Uses the average order value and conversion ratios from your own records.
Result: Finished when a rep can read off today's number of calls from the sheet.
The weekly scorecard
A one-page sheet per rep: this week's activity target, what was done, the month's rupees to date against the month's goal, and one line about what is blocking them.
Result: Finished when the first Monday review has been held with the card filled in.
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.
What if we have no last year's data?
Should the company goal be set before or after the reps' goals?
Do all reps get equal targets?
How often should the cascade be reviewed?
Does this work for a shop with walk-in sales?
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?
Where to go next
The work that carries this topic further.
The rest of sales planning and goals
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.