Monthly Sales Report | Process Street Monthly Sales Report – Process Street


You can schedule this template to run a fresh checklist every month automatically - why worry about running it manually, after all?

A monthly sales report is an important part of assessing how a sales team is functioning and where it can improve. A good company should have a good product, but without a sales team to attract new clients this product will struggle to generate revenue. 

A sales report allows a manager to avoid spending all their time micromanaging a team, and instead focus their efforts on areas of the business where they can achieve maximum value.

By generating a monthly sales report it is possible to track trends and work from data rather than individual instances or actions. This data-driven approach provides a more holistic view of the company's internal processes and provides an overview of each individual team member's actions. 

This monthly sales report checklist will help you assess your available data, work out problems, create forecasts, and produce actionable steps for the following month. 

Record details of the monthly sales report

In order to find this information in future, you need to log it correctly. Record the details of the monthly sales report in the form fields provided below.

Review number of calls

Your sales team may be using a CRM to record their activity. We can use the data gathered in the CRM to provide us with an overview of each activity and its effectiveness. 

Use the form fields below to record the key findings in your data:

If you're not using a CRM you could try Salesforce, HubSpot, or There are a range of other potential platforms to choose from. This article details a number of the options available on the market and how to choose based on your business needs. A further breakdown can be found here and here.

Many CRMs provide the ability to make calls directly from within the platform. This provides you with an array of data which you can analyze. 

Reviewing the number of calls made gives an overview of how active your sales team have been. However, this alone will give a superficial understanding of the activities. When your sales team make calls they should register what the purpose of the call was. This will allow you to investigate the calling activity in more depth. 

Suzanne Paling highlights 5 key things to look for when analyzing calling data:

  • Number of calls made in a row
  • The specific types of calls made
  • An absence of calls of a particular type
  • An excess of calls of a particular type
  • The average length of call time

If for example, your team is making a large number of cold calls and a disproportionately low number of product demo calls, then you may identify a problem in your cold calling strategy or in your sales prospecting process leading to low-value leads. This provides you with evidence to direct an investigation.  

You could follow this up with listening back to recorded cold calls and assessing how they were approached or reviewing the leads presented to the sales team to see whether they were relevant enough prospects.  

If you feel you need to review stages of the sales process you can see our Weekly Sales Prospecting Checklist or our Cold Calling Checklist.

Review number of meetings

Your sales team should have recorded their meetings within the CRM. Usually, there are fewer meetings than overall calls so you may find time to review the notes from each meeting as well. 

Record the details in the form fields below.

These meetings provide an insight into how your sales team is engaging with qualified leads. Are they explaining your products or services well enough? Are they having successful meetings at a higher rate than expected? 

Positive and negative discoveries can both shine light on the processes of the company. If the vast majority of prospects who have a product demo continue down the sales funnel then this displays strong signs of product/market fit. However, if this is coupled with poor conversions through cold calling then you know either the quality of the leads is poor or the product is not being correctly explained. 

Reviewing the meetings also allows you to read the feedback provided by potential clients, broadening your knowledge of how customers are responding.

Review number of deals

Your company thrives on deals. This is the benchmark to show whether your salespeople are successful in carrying out the duties you have given them. It shows they are able to generate leads, explain the product, and close a sale. 

Record the number of deals achieved below along with any notes about the nature of those deals.

Assess total revenue generated

The revenue generated acts as the lifeblood of the business. A high revenue is almost always preferred. However, depending on the nature of your business and how easy it is to scale your service or product, there may be instances where you can oversell. A good problem to have!

Document below the total revenue generated along with the forecast of the previous month.

Inspect pipeline

This is your opportunity to analyze the metrics we have gathered in the previous steps.

Record the relevant data in the form fields below.

How does your pipeline work? Are your salespeople following that pipeline? Does the data suggest any obstacles in the pipeline?

Within this step, it is also important to measure your opportunity cost. You can do this by assessing how many hours of work it took to generate each closed deal. You can then work out the average cost of each deal and compare to the average value of each deal. This will help you understand which parts of your pipeline are proving to be the most expensive, and can allow you the opportunity to tackle that problem.

Create forecasts

Creating forecasts is about setting targets. The more you know your business the more consistent and accurate these forecasts will be. The purpose of forecasting is not to make accurate predictions but to make reasonable and actionable plans.

You can break your forecast down by product type or by channel, depending on the nature of your business. 

Tim Berry recommends forecasting by month for 12 months and then making annual approximations for any further time you want to forecast. You can break your forecasts down into manageable chunks. In the context of this monthly sales report you may wish to break it down by pipeline stage.

  • How many leads do we generate?
  • How many cold calls lead to demos?
  • How many demos lead to further meetings?
  • How many further meetings lead to sales?

You can then work by both volume and ratios to calculate an expected number of sales per month. Times this by the average value of a sale and your result is an approximated forecast. 

Further to this, you can assess how many leads every sales prospector generates. You can measure the impact of adding an extra prospector to your team and see the effect this would have on monthly sales.

These potential scenarios allow you to plan changes to the team or process and to account for these alterations in the forecasting. 

For more information about sales forecasting, you can read this Forbes article on the topic.

Record your details and notes in the form fields below.

Measure competition where possible

Conducting a competitive analysis on a monthly basis can be a difficult task. 

The information you have may not have changed too much from the previous month. Nonetheless, there are a few areas you can check, depending on the nature of your business.

  • 1
    Have you identified your direct and indirect competitors?
  • 2
    Do you know how potential customers rate you in comparison to other services?
  • 3
    Do you have reports from competitors which can help you analyze their market position?
  • 4
    Will your strategies help you improve your position against them?
  • 5
    Do you have a process in place to keep competitor information current?

For an in-depth analysis on how to conduct competitor research, read this article from the Edward Lowe foundation.

Use the form field below to leave notes on your competitor's performance and any new information gathered.

Work out alternative sales strategies

Use this area as an opportunity to detail a range of potential strategic scenarios which could help advance your team forward and improve your pipeline. You can discuss these scenarios in an upcoming strategic meeting. 

Use the form fields to document these options.

Record individual performances

When you meet with the team to discuss the monthly sales report and assess performance as well as present targets, you want to be able to discuss individual attainment. 

For each of your employees, leave some short notes discussing what you have learned from your analysis of the available data. You can discuss this with them individually in more depth to identify and solve any problems that may arise. 

Take this opportunity to also give praise alongside constructive criticism. Keep your sales team's morale high!

Create 3 action points

To finish the report, create a minimum of 3 actionable items which you can move forward with either immediately or in the coming month. This will give your monthly sales report direct impact

Record the action points in the form fields below.

Send your report to a colleague

Notify your team or your line manager that the sales report has been completed. Alert them to when this report can be discussed in further depth. 

Use the email widget below to send the email. To make it easier, we've used variables to push in information from earlier in the checklist, such as the manager's name and email, and you own name (taken from your Process Street account name).