Everyone reads the same sales numbers, and they mean the same thing.

Gully Sales decides which few sales numbers your business should be run by, writes one exact definition for each, fixes where the data is captured, and puts a scorecard in front of every person who has to act on it.

One agreed definition per number, so sales, marketing and finance stop arguing.
A scorecard per role, showing only the numbers that person can actually move.
Leading indicators that show trouble weeks before the revenue number does.

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Gully Sales Private Limited builds sales measurement systems for Indian SMBs, then sits in the first reviews that use them.

In one paragraph

What is Sales Metrics and KPI Development?

Sales metrics and KPI development decides which numbers your sales function is run by. Gully Sales agrees the few that matter, writes a single definition for each, fixes where the data is captured, sets targets and warning thresholds, and builds a scorecard for every role. Indian SMBs get numbers that everyone reads the same way and can act on weekly.

The problem

Your reports are full of numbers and short of answers.

Most growing businesses do not lack data. They lack agreement about what the data means. The sales head quotes a win rate, finance quotes a different one, and both are calculated correctly from different starting points. The monthly report is assembled by hand from a spreadsheet, a CRM export and somebody's memory, and it arrives after the month it describes is already over. So the numbers get discussed, and then decisions get made on instinct anyway.

You will recognise it as

Two people in the same review quote different figures for the same month, and both can defend theirs.
Nobody can say what counts as a qualified opportunity, so pipeline value means whatever the seller entered.
The monthly sales report takes a person two days to build, and lands in the second week of the next month.
Dashboards were switched on in the CRM and nobody opens them, because the fields behind them are half empty.
You measure calls made and visits done, but cannot say which of those activities precede a won order.
Every number in the review is a result. None of them warned you in advance.

What it costs the business

Problems are found in revenue, which is the last place they appear, instead of in coverage and conversion, where they appear first.
Managers coach on impressions rather than evidence, so the same salesperson hears something different each month.
Targets are set from last year plus a percentage, because there is no reliable conversion history to build them from.
Effort goes into activity that feels productive and does not correlate with closed business.
Reporting time is spent assembling numbers rather than interpreting them.

Why it persists. Measurement is nobody's job. The CRM was configured by whoever installed it, not by whoever has to read it, so the fields serve the software rather than the business. Definitions live in people's heads, and each new manager brings a different one from a previous employer. Nobody wants to pause a busy quarter to redefine terms, so the reporting is patched instead of rebuilt, and each patch adds a number without removing one.

If it stays unresolved. The sales function keeps running on the sales head's judgement. That works while the team is small and one person can hold every deal in mind. It stops working the moment there are more sellers, more territories or a second product, and by then there is no measurement history to plan the next year from.

What changes

Numbers you trust, early enough to do something about them.

In the first weeks

One written definition per metric: the formula, the data source, the filters and the person who owns it.
The list of numbers your business will be run by, and the list it will stop reporting.
A clean baseline for each metric, so future movement is measured from a stated starting point.

In how the work runs

The fields and entry points in your CRM or sheet that each number depends on, made mandatory and checked.
A scorecard per role, so a seller, a manager and the owner each see the numbers they can act on.
Reports that build themselves, freeing the days each month that were spent assembling them by hand.

In sales and marketing

Weak conversion, thin coverage and slow deals become visible while the quarter can still be changed.
Targets and quotas set from your own conversion history rather than from last year plus a percentage.
Coaching conversations grounded in a specific number for a specific person, not a general impression.

In what management can see

One weekly view the owner, the sales head and each seller all read, with the same figures in it.
A monthly pack that shows movement against baseline and names the decision each variance requires.

Over the longer term

A measurement history that makes forecasting, capacity planning and incentive design possible next year.
A system a new sales head can inherit and run, because the definitions are written down rather than remembered.

Gully Sales controls the metric set, the definitions, the data capture, the scorecards and the review format. Whether the numbers improve depends on your market and how your team acts on what it now sees. We do not promise a higher win rate; we make it real, comparable and visible in time to act on.

Who it is for

Who needs a measurement system, and when it becomes urgent.

The businesses it suits

Indian SMBs with three or more salespeople, where the owner can no longer follow every deal personally.
Businesses with a CRM in place that produces exports nobody fully trusts.
Founders who want to run monthly reviews on evidence instead of on explanations.
Sales heads inheriting a team and needing to see the truth of it within a quarter.
Companies selling through more than one route, such as direct, dealer, online or key accounts, that need each measured comparably.
Businesses about to set quotas, design incentives or plan hiring, and finding they have no conversion history to plan from.
Firms whose lender, investor or board has begun asking how the pipeline number is calculated.

What usually prompts the call

Two versions of the same figure appeared in one meeting, and nobody could settle which was right.
You are setting next year's targets and realise you cannot state your current win rate with confidence.
A quarter was missed and the pipeline had looked healthy right up to the last week.
A new CRM or dashboard was bought and adoption stalled because the reports looked wrong.
You are about to introduce incentives and need numbers solid enough to pay people against.
The monthly report has grown to twenty pages and the review still ends without a decision.

What Gully Sales does

The work, component by component.

Sales diagnosis and number audit

We start with what you already report. We take your existing sheets, CRM views and monthly packs, trace each figure back to where it came from, and note where two numbers claiming the same thing disagree. We also sample recent won and lost deals to see which data was captured accurately and which was filled in afterwards.

Why it matters:: Redefining metrics without knowing which of the current ones are trusted, and by whom, replaces one unreliable set with another.
You receive:: Audit note listing every number currently reported, its true source, and where definitions conflict.
Business value:: You see exactly which parts of today's reporting can be kept and which have to be rebuilt.

Metric selection and the KPI tree

We build a tree from revenue downward: the result metrics at the top, the conversion and coverage metrics that produce them in the middle, and the activity metrics that feed those at the base. Each level is tested against your own history so that only activities which actually precede orders are kept. Numbers that survive the test go in; the rest are retired.

Why it matters:: A short set of connected numbers gets watched. A long list of disconnected numbers gets ignored, however carefully it was assembled.
You receive:: KPI tree showing revenue, its drivers and the leading indicators beneath them, on one page.
Business value:: Every number on the page has a reason to be there, and a visible link to the revenue above it.

The metric dictionary

Each metric gets a written entry: what it means in plain words, the exact formula, the data source and field, the filters and exclusions, the period it covers, how often it refreshes, and the person accountable for it. Ambiguous terms such as qualified, active, closed and repeat are defined here once, for everyone.

Why it matters:: Almost every argument about sales numbers is really an argument about definitions that nobody wrote down.
You receive:: Metric dictionary covering every KPI, with formula, source, filters, owner and refresh frequency.
Business value:: The same question asked in June and in December returns the same answer, however the team has changed.

Data capture and instrumentation

We work backwards from each definition to the point where the data must be entered. That means the CRM fields, stage settings, dropdown values and mandatory points that make each number exist, plus the hygiene rules for what a seller records and when. Where a number cannot be captured without slowing the seller down, we say so and pick a workable substitute.

Why it matters:: A dashboard is only as honest as the field behind it; measurement designed without checking capture produces confident nonsense.
You receive:: Field and capture specification for your CRM or sheet, with hygiene rules and mandatory entry points.
Business value:: The numbers arrive on their own, instead of being reconstructed by a person at month end.

Targets, thresholds and trigger points

For each metric we set a target from your own history and market, then define the level at which the number stops being acceptable and the action that follows when it crosses. Pipeline coverage below a stated multiple triggers a prospecting push. Stage conversion falling below a stated rate triggers a deal review. Each threshold names the owner and the response.

Why it matters:: A number without a threshold is decoration. Teams act when they know in advance what a given reading means.
You receive:: Target and threshold sheet: green, watch and act levels per metric, with the named response for each.
Business value:: Variances turn into decisions in the same meeting, rather than into another month of monitoring.

Scorecards, dashboards and the reporting rhythm

We build the views: a weekly scorecard for each seller, a pipeline and conversion view for the manager, and a monthly pack for the owner covering attainment, coverage, forecast accuracy and productivity. Each view carries only what its reader can act on. We then set who reads what, when, and what decision each review must produce.

Why it matters:: One dashboard for everybody means each person reads past most of it, and the review has no fixed output.
You receive:: Role scorecards and dashboards in your existing CRM or sheet, plus a review calendar and pack template.
Business value:: Reviews start from an agreed picture and end with a written decision, in a predictable amount of time.

What you will have at the end.

Number audit note: every figure you report today, its real source, and where the definitions conflict.
KPI tree on one page: revenue, its drivers, and the leading indicators that move before revenue does.
Metric dictionary with formula, data source, filters, period, refresh frequency and owner for each KPI.
Baseline reading for every metric, dated, so later movement is measured from a stated starting point.
CRM or spreadsheet field specification, with mandatory entry points and stage definitions.
Data hygiene rules and a checklist a manager can run in ten minutes each week.
Target and threshold sheet: acceptable, watch and act levels per metric, with the response named.
Weekly seller scorecard, in your existing tools, with the four to six numbers each seller can move.
Manager pipeline and conversion dashboard, including stage-by-stage drop-off and stalled deals.
Monthly owner pack template, with an anonymised worked example filled in so the format is clear.
Review calendar naming who meets when, what each meeting reads, and what it must decide.
Handover session and a short written guide, so the system survives a change of sales manager.

How it runs

The engagement, step by step.

1
Diagnose what you measure now
We collect your current reports, CRM exports and review packs and trace each number to its source. We interview the owner, the sales head and two or three sellers separately to hear how each defines the same terms. We sample recent deals to see how faithfully the record matches what happened.
You provide:
Access to your CRM or sales sheets, the last six months of reports, and ninety minutes each with the sales head and two sellers.
We produce:
An audit note listing every number reported, its source, its reliability and where definitions conflict.
Done when:
You have a written picture of what your current reporting can and cannot tell you.
2
Agree the numbers worth running on
In a working session with the owner and sales head, we test candidate metrics against your history and your selling motion, and keep the ones that connect to revenue. We deliberately cut the list, because a set that is watched weekly beats a set that is complete. Retired numbers are recorded, with the reason.
You provide:
A half-day working session with the decision makers, and any historical data on won and lost deals.
We produce:
The agreed KPI set and a one-page KPI tree linking result metrics to their drivers and leading indicators.
Done when:
The owner and sales head have signed the list of numbers the business will be run by.
3
Define each metric exactly
We write the dictionary entry for every metric: plain-language meaning, formula, source field, filters and exclusions, period, refresh frequency and accountable owner. Contested terms are settled here with finance in the room, so that sales reporting and financial reporting can be reconciled rather than argued over.
You provide:
A review round with sales and finance, and a decision on any term where the two functions differ.
We produce:
The metric dictionary, reviewed and signed, with every ambiguous term defined once.
Done when:
Any two people in your business calculating a metric arrive at the same figure.
4
Fix the capture
We specify the fields, stages, dropdown values and mandatory points each definition requires, then work with whoever administers your CRM to configure them. Where a number would cost a seller too much time to record, we substitute a proxy that can be captured reliably and note the trade-off in the dictionary.
You provide:
Administrator access or your CRM partner's time, and agreement on what sellers must record.
We produce:
Field and stage specification, hygiene rules, and a data completeness check for the manager.
Done when:
Each metric in the dictionary can be produced from captured data without manual reconstruction.
5
Set targets and thresholds
We read your own conversion history to set what good looks like for each metric, then agree the watch and act levels and the response each triggers. Targets are set per role and per territory where the work differs, so a number is not applied to someone whose situation it does not describe.
You provide:
Decisions on targets, and the manager's view on what each threshold breach should trigger.
We produce:
The target and threshold sheet, with the named owner and response for every act level.
Done when:
Each metric has a level at which it stops being acceptable, and a named person who responds.
6
Build the scorecards and dashboards
We build the seller scorecard, the manager dashboard and the owner pack inside the tools you already use, rather than adding another subscription. Each view is populated with live data and checked line by line against the dictionary before anyone else sees it.
You provide:
Tool access, and one reviewer per view to confirm it answers the questions that view exists for.
We produce:
Working scorecards and dashboards, plus the monthly pack template with a worked example.
Done when:
Each role can open one view and see, without help, the numbers it is accountable for.
7
Run the first cycles with you
We attend the first weekly reviews and the first monthly review, watching where the numbers are misread, where a definition still causes debate and where a threshold is set at the wrong level. Adjustments are made in the dictionary rather than in somebody's spreadsheet, so the system stays single-sourced.
You provide:
Attendance at the reviews and honest feedback about which numbers the team finds unusable.
We produce:
A revised dictionary and threshold sheet, and notes on how each review can be run more tightly.
Done when:
The reviews run to their own format and produce decisions without us in the room.
8
Hand over and set the recheck
We train the manager and the CRM administrator to maintain the system, then agree when it should be revisited, typically when the product mix, team size or selling motion changes materially. The written guide travels with the system so a new manager can pick it up.
You provide:
The people who will own the system after us, for one training session each.
We produce:
Handover guide, maintenance checklist and an agreed date for the next measurement review.
Done when:
Your team maintains the definitions, the capture and the reporting without external help.

Ways to work with us

Start with the definitions, or take the whole measurement system.

Definitions sprint

A short engagement covering the number audit, the KPI tree and the metric dictionary only. Suited to businesses whose CRM is already well configured and who mainly need agreement on what each number means.

Full measurement build

The complete scope: audit, KPI tree, dictionary, data capture specification, targets and thresholds, scorecards and dashboards, first review cycles and handover. This is the usual choice for a team of three sellers or more.

Build with your CRM partner

We design the measurement system and write the specification; your existing CRM vendor or internal administrator does the configuration. We review their build against the dictionary before it goes live.

Ongoing measurement support

A recurring arrangement where we attend the monthly review, maintain the dictionary as the business changes, and refresh targets and thresholds each quarter against fresh history.

Why Gully Sales

What you are actually choosing when you choose us.

We define before we dashboard.

Most measurement projects start by building a view and discover the definitions are contested only when people disagree with it. We settle the meaning of every term first, in writing, with finance present, and build the view afterwards.

We work inside the tools you already pay for.

The scorecards are built in your CRM or your spreadsheets. Adding another reporting subscription usually adds another place for the numbers to disagree, which is the problem you came with.

Every number gets an owner and an action.

A metric that nobody owns and that triggers nothing is a decoration. Each entry in your dictionary names the person accountable and the response when the number crosses its threshold.

We fix capture, not only reporting.

If the field is empty, the dashboard is fiction. We trace each metric back to the moment a seller records something and make that moment realistic, so the data arrives without a monthly rescue operation.

We know the whole revenue system, not only the report.

Gully Sales works across marketing, sales, channels, customer success and revenue operations. When a sales number looks wrong because of lead quality or handover, we can see that and say it.

We stay for the first reviews.

A measurement system fails in its first month, when a number is misread or a threshold proves wrong. We sit in those meetings and correct the system, rather than handing over a document and leaving.

Where it applies

The same service, in different businesses.

Industry	The situation	How it applies	Likely benefit
Industrial manufacturing	Long enquiry-to-order cycles, quotations tracked in spreadsheets, and a sales head who can describe every large deal but cannot state a conversion rate for the rest.	Stage definitions built around the quotation and technical approval milestones, a coverage metric matched to the real cycle length, and a scorecard that separates repeat orders from new accounts.	The team can see which stage stalls quotations, and plan capacity against a cycle length taken from evidence rather than memory.
B2B services and IT	Marketing generates enquiries and sales says most are unusable, while marketing reports strong lead numbers. Both are reading different definitions of a qualified lead.	One definition of qualified, agreed by both functions, with the fields that prove it, plus a shared view of lead source through to closed order.	The argument becomes a measurement, and spend can be moved towards the sources that actually produce orders.
Healthcare providers	Enquiries arrive by phone, walk-in and web form, are recorded in different places, and nobody can say how many became appointments or how many appointments became procedures.	A simple enquiry-to-appointment-to-procedure funnel with one capture point per stage, and a weekly scorecard for the front desk and counselling teams.	Drop-off is visible at the stage where it happens, so follow-up effort goes where enquiries are actually being lost.
Distribution and dealer networks	Primary sales to dealers are measured well; what happens after that is invisible, so growth is read from despatches rather than from real demand.	Metrics defined at both levels, with dealer-wise coverage, activation and reorder rates, and a scorecard for each regional manager.	Weak territories and dormant dealers surface early, instead of appearing as a sudden dip in the quarter's despatches.
Education and training	Admissions counsellors work from lists, report calls made, and the number of calls has no visible relationship to the number of admissions.	Testing each activity against admission history, keeping only the ones that precede enrolment, and rebuilding the counsellor scorecard around those.	Counsellors are measured on the actions that lead to admissions, and the season's shortfall is visible while it can still be recovered.
Real estate and interiors	Site visits, quotations and follow-ups are tracked loosely across WhatsApp and personal notes, and the pipeline exists mainly in the sales head's memory.	A minimal set of stages that sellers will actually maintain, captured in one place, with coverage and conversion read weekly against the project pipeline.	The owner gets a pipeline view that does not depend on one person's recall, and follow-up gaps become visible within the week.

Industrial manufacturing

The situation:: Long enquiry-to-order cycles, quotations tracked in spreadsheets, and a sales head who can describe every large deal but cannot state a conversion rate for the rest.
How it applies:: Stage definitions built around the quotation and technical approval milestones, a coverage metric matched to the real cycle length, and a scorecard that separates repeat orders from new accounts.
Likely benefit:: The team can see which stage stalls quotations, and plan capacity against a cycle length taken from evidence rather than memory.

B2B services and IT

The situation:: Marketing generates enquiries and sales says most are unusable, while marketing reports strong lead numbers. Both are reading different definitions of a qualified lead.
How it applies:: One definition of qualified, agreed by both functions, with the fields that prove it, plus a shared view of lead source through to closed order.
Likely benefit:: The argument becomes a measurement, and spend can be moved towards the sources that actually produce orders.

Healthcare providers

The situation:: Enquiries arrive by phone, walk-in and web form, are recorded in different places, and nobody can say how many became appointments or how many appointments became procedures.
How it applies:: A simple enquiry-to-appointment-to-procedure funnel with one capture point per stage, and a weekly scorecard for the front desk and counselling teams.
Likely benefit:: Drop-off is visible at the stage where it happens, so follow-up effort goes where enquiries are actually being lost.

Distribution and dealer networks

The situation:: Primary sales to dealers are measured well; what happens after that is invisible, so growth is read from despatches rather than from real demand.
How it applies:: Metrics defined at both levels, with dealer-wise coverage, activation and reorder rates, and a scorecard for each regional manager.
Likely benefit:: Weak territories and dormant dealers surface early, instead of appearing as a sudden dip in the quarter's despatches.

Education and training

The situation:: Admissions counsellors work from lists, report calls made, and the number of calls has no visible relationship to the number of admissions.
How it applies:: Testing each activity against admission history, keeping only the ones that precede enrolment, and rebuilding the counsellor scorecard around those.
Likely benefit:: Counsellors are measured on the actions that lead to admissions, and the season's shortfall is visible while it can still be recovered.

Real estate and interiors

The situation:: Site visits, quotations and follow-ups are tracked loosely across WhatsApp and personal notes, and the pipeline exists mainly in the sales head's memory.
How it applies:: A minimal set of stages that sellers will actually maintain, captured in one place, with coverage and conversion read weekly against the project pipeline.
Likely benefit:: The owner gets a pipeline view that does not depend on one person's recall, and follow-up gaps become visible within the week.

Proof

Work we can point to.

Kambar Group, a corporate gifting firm in Bangalore

The problem:: Kambar Group struggled to optimise its sales processes and to set clear objectives for what the sales effort was meant to deliver.
What we did:: Gully Sales defined the group's mission, vision and core values, conducted SWOT and TOWS analyses, and set precise business, sales, marketing, operational, financial and HR goals for the team to work to.
The result:: The case study reports increased sales efficiency, with streamlined processes and clear objectives improving how the team worked. It states no figures, and none are claimed here.

Read the case study

How it is measured

Baseline: Before anything changes, we record a dated baseline for every metric in the dictionary, taken from the last two to four quarters of your own data. Where the historical data cannot support a metric, we say so and start the clock from the first clean month rather than inventing a figure. Every later reading is reported against that stated baseline.
Reporting: Seller scorecards weekly, manager pipeline and conversion review weekly, full metric pack monthly, target and threshold refresh quarterly.
Measurement period: A first honest read of most metrics takes one full sales cycle after capture is fixed; trend judgements need two to three quarters of consistent data.

The metrics that matter here

Pipeline coverage: qualified open pipeline against the remaining target, by seller and by quarter.
Stage conversion: movement between each pair of stages, showing where deals stall or drop out.
Win rate: orders won against qualified opportunities, read by segment, product and seller.
Sales cycle: days from qualified opportunity to closed order, and how that varies by deal type.
Quota attainment: the share of the team reaching its number, not only the total achieved.
Forecast accuracy: what was committed against what closed, measured month on month.
Representative productivity: qualified opportunities created and revenue booked per seller.
Leading indicator health: the activities proven to precede orders, tracked weekly per seller.
Data completeness: the share of open deals carrying every field the dictionary requires.
Report timeliness: how many working days after month end the pack is available and correct.

Questions buyers ask

Before you enquire, the answers you will want.

What information and internal involvement are required for sales metrics and KPI development?

We need access to your CRM or sales spreadsheets, the last six months of reports, and any record of won and lost deals. From your side we need a half-day working session with the owner and sales head, ninety minutes each with two or three sellers, a review round with finance to settle contested definitions, and your CRM administrator's time during the capture stage. Most of the work is ours; the decisions have to be yours.

How long does the engagement take?

It depends on how many sellers and routes to market are involved and how clean the existing data is. The definitions work is quick because it is mostly decision-making. Fixing capture takes longer, since it means changing what sellers record and letting the new habit settle. We then stay through the first weekly and monthly review cycles. We give an indicative schedule after seeing a sample of your reporting, and we do not commit to a date before that.

How is success measured on this engagement?

By whether the system is used and trusted. In practice that means three things: any two people calculating the same metric arrive at the same figure, the monthly pack is available within an agreed number of working days without manual assembly, and each review ends with a written decision. The underlying sales numbers, such as win rate and cycle length, are what the system helps you improve afterwards, not what it improves by itself.

What is excluded from the scope?

We do not sell or implement CRM software, though we specify what yours must capture and can work with your vendor. We do not build the sales process itself, set territories or design incentive plans, though a measurement system makes all three possible and those are separate services. We do not run your sales reviews permanently, and we do not enter or clean historical data on your behalf beyond what is needed to set the baseline.

How many KPIs should we actually track?

Fewer than most businesses start with. A seller can usefully hold four to six numbers in mind each week. A manager can work with eight to twelve. The owner's monthly pack can carry more, because it is read once. The discipline is in the KPI tree: each number must connect to revenue above it, and anything that cannot show that connection is retired rather than kept for interest.

Our CRM data is incomplete. Should we clean it before starting?

No. Start with the definitions, because they tell you which data is worth cleaning. Most historical clean-up efforts fail because they tidy every field rather than the few that feed a metric someone will read. We set the baseline from whatever the data can honestly support, note where it cannot support a metric, and start that metric's clock from the first clean month instead.

What is the difference between a leading and a lagging indicator here?

A lagging indicator reports a result: revenue, orders, win rate. A leading indicator moves earlier and predicts it: qualified opportunities created, pipeline coverage, meetings with decision makers. Most SMB reporting is entirely lagging, which is why problems are discovered too late. We test candidate leading indicators against your own history and keep only those that genuinely precede orders in your business.

Will this mean more data entry for the sales team?

Usually less, and better targeted. We remove fields that feed nothing and make mandatory only the few that a metric depends on. Where a number would cost a seller real selling time to record, we substitute something that can be captured reliably and note the trade-off in writing. Sellers also get a scorecard of their own, so the entry produces something useful to them rather than only to management.

4 more questions

How is this different from a sales audit or from sales performance improvement?

A sales audit is a one-time examination that tells you where your sales function leaks and what to fix first. Performance improvement fixes specific weaknesses. This service builds the permanent instrument: the definitions, capture and scorecards that let you see the function every week from now on. Many businesses do the audit first and the measurement system next, so the fixes can be tracked.

Can you work with our existing dashboards and tools?

Yes, and we prefer to. The scorecards are built in the CRM or spreadsheets your team already opens daily. Adding a separate reporting tool usually creates one more place for numbers to disagree. If your current tool genuinely cannot produce a metric in the dictionary, we say so and describe what would be needed, rather than working around it quietly.

Who owns the system after the engagement ends?

You do. The dictionary, the specification, the scorecards and the review calendar are yours, in your tools and in plain language. We train the sales manager and your CRM administrator to maintain them, and leave a written guide and a maintenance checklist so a new manager can take it over. We also agree when the system should be revisited, typically when the team, product mix or selling motion changes.

We are a small team. Is this premature?

It can be. If you have one or two sellers and the owner closes most deals, a simple shared sheet is usually enough and this would be too much structure. It becomes worthwhile at about three sellers, or earlier if you sell through more than one route, because that is the point where nobody can hold every deal in mind and the reporting starts to disagree with itself.

Talk to us

Check whether your team reads the same numbers the same way.

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