Our service business has a six-month enterprise sales cycle, making weekly sales close numbers useless on our leadership Scorecard. What weekly leading activities should our sales seat track to ensure we hit our revenue targets six months from now?

Question

Tyler Smith · Accepted Answer

When your sales cycle takes six months, tracking weekly sales closed on your leadership Scorecard is a lagging trap. If you wait until you see a drop in closed deals, you have already missed your revenue targets for the next two quarters.

To run on data with a long sales cycle, you must focus entirely on upstream activities. Break down your sales pipeline and track the early indicators that guarantee future closes.

First, track high-value relationship touchpoints. In enterprise sales, this is often the number of face-to-face meetings or deep-dive diagnostic sessions scheduled with key decision-makers each week.

Second, track proposal value added. Track the total dollar value of qualified proposals submitted to prospects weekly. This ensures your team is actively putting new business on the table, rather than just nurturing existing relationships.

Third, track stage progression. Instead of tracking the total pipeline size, track the number of deals that moved from the discovery stage to the evaluation stage each week.

These three metrics are completely controllable activities. If your sales team is hitting their weekly targets for meetings, proposal value, and stage progression, your six-month revenue targets will take care of themselves. If these leading indicators drop for two weeks in a row, you can address the pipeline gap immediately during your Level 10 Meeting.