How to Build Your Company's Sales Scorecard: From Annual Goal to Your Team's Weekly Activity

A sales scorecard is a table of numeric targets by funnel stage, by person, and by week: deals closed, proposals sent, meetings held, qualified leads generated. It is not a CRM report that analyzes the past. It's an activity contract pointed at next week.

The logic comes straight from Winning by Design's Revenue Architecture: revenue is a lagging indicator, and the only thing your team directly controls today is this week's activity. Once you know the conversion rates between stages, you can calculate precisely how much input activity produces what output revenue — and then hold people accountable to the input, not just the outcome.

The difference between a scorecard and a dashboard matters. A dashboard shows what happened. A scorecard tells you what has to happen this week and who owns it. A company that manages only on revenue is always running two or three months behind reality — by the time the number is bad, the activity that caused it is long gone.

With the right data, the full calculation takes under an hour.

1. Define your new-revenue goal. Separate net-new from renewals and expansion. If your goal is net of churn, add the churn back into the number you have to generate.

2. Divide by your average contract value (ACV). This gives you the number of deals you need for the year.

3. Apply your proposal-to-close rate. If you close 1 of every 3 proposals, multiply your deal count by 3.

4. Apply your meeting-to-proposal rate. What share of discovery meetings turn into a proposal?

5. Apply your qualified-lead-to-meeting rate. This tells you how many MQLs, hand-raises, or PQLs marketing has to produce.

6. Divide by working weeks and split by role. Use 46–48 weeks (back out PTO, holidays, and the December slowdown), then assign every number to a specific person.

Pull the conversion rates from your CRM over the last 6–12 months. No history yet? Use conservative assumptions and recalibrate at 90 days — an imperfect scorecard beats a team with no activity targets at all.

Take a B2B SaaS company selling logistics software to mid-market accounts. Average contract value: $12,000/year. Team: 2 account executives (AEs), 2 SDRs, and 1 marketer. Goal: $600,000 in net-new revenue.

Historical rates: 33% proposal-to-close, 50% meeting-to-proposal, 40% MQL-to-meeting, 20% lead-to-MQL.

The resulting scorecard:

| Stage | Conversion rate | Annual target | Weekly target (48 wks) | |---|---|---|---| | New revenue | — | $600,000 | $12,500 | | Deals closed | 33% proposal→close | 50 | ~1 | | Proposals sent | 50% meeting→proposal | 150 | ~3 | | Discovery meetings | 40% MQL→meeting | 300 | ~6 | | Qualified leads (MQL) | 20% lead→MQL | 750 | ~16 | | Total leads | — | 3,750 | ~78 |

Split by person: each AE runs 3 discovery meetings a week, sends 1–2 proposals, and closes about 2 deals a month. Each SDR books 3 qualified meetings a week, working roughly 8 MQLs to get there. Marketing delivers 16 MQLs a week out of ~78 leads.

Closing $600,000 a year at a $12,000 deal size doesn't take heroics. It takes two reps running 3 quality meetings a week, every week, without exception.

The general formula is:

leads needed = (revenue goal ÷ average deal size) ÷ (close rate × meeting→proposal rate × MQL→meeting rate × lead→MQL rate)

In the example: 50 deals ÷ (0.33 × 0.50 × 0.40 × 0.20) = 3,750 leads a year, about 78 a week. Because the rates compound, a small improvement at any single stage meaningfully cuts the number of leads you need at the top.

Two adjustments founders and RevOps leaders routinely forget:

1. Pipeline coverage. You need roughly 3x your goal in live, qualified pipeline. To close $12,500 a week, keep about $150,000 in active qualified opportunities at any given time.

2. Sales-cycle lag. With 60–90 day cycles, the leads you generate today become next quarter's revenue. January's leads fund April; October's leads can't save the current year.

This is exactly why you manage the scorecard weekly: a deficit in lead generation compounds, and you can't make it up in December. SwitchON's free Sales Machine Scorecard at blueprint.switchon.dev/en runs the full reverse-engineering in minutes — using your CRM rates if you have them, or starter benchmarks if you don't.

Split targets against each role's real capacity. An AE in SMB/mid-market can sustain 5–8 discovery meetings a week before quality drops; an SDR books 2–4 qualified meetings a week. If your scorecard demands more than that, the problem isn't discipline — it's headcount or conversion rates, and no amount of pep talks fixes it.

Install a ritual: 30 minutes every Monday, three questions. - Did we hit last week's activity (meetings, proposals, MQLs)? - Do our actual conversion rates still match the assumed ones? - What do we adjust this week?

Pair it with a marketing-to-sales SLA: marketing commits to its 16 MQLs a week, and sales commits to contacting every qualified lead in under 24 hours.

Three mistakes that kill a scorecard: - Measuring only outcomes (revenue and closes) with no activity targets. - Borrowing someone else's benchmarks permanently instead of recalibrating quarterly with your own data. - Leaving it in a spreadsheet nobody opens.

A scorecard only works inside a complete system: a defined ICP, mapped pains, and clear funnel stages. SwitchON's free Blueprint generator and Pain Matrix at blueprint.switchon.dev/en build that foundation first, so the numbers in your scorecard actually map to real buyers and real problems.