This guide provides a brief explanation of each page in the report, and some suggestions on how to use the results.
Sales Progress for the Quarter
Each week of the current quarter will be added to the prior weeks in the same quarter to show total, cumulative sales. The sales total for the same quarter last year is also included as a horizontal, dashed line to create a target and provide additional perspective.
All sales are reported on the day they are generated, for example, the date the invoice is issued. Sales include all items on the invoice or receipt, including deposits or prepayments.
Ways To Use It
Sales management and teams can quickly see how they’re progressing towards, or if they already surpassed, the sales performance last year. The chart is also a useful way to see whether sales growth is steady during the quarter or lumped into the last few weeks, for example.
New and Repeat Sales
Compares sales to new customers and repeat customers. A customer will only be new one time, when the customer makes its first purchase. Every additional purchase is considered a repeat sale.
Sales are reported in the period they are generated, for example, the date the invoice is issued. Sales include all items on the invoice or receipt, including deposits or prepayments.
Ways to Use It
Acquiring new customers is typically 3x to 5x more expensive than retaining a customer, so most business-to-business companies can boost their profitability by increasing sales to repeat customers.
Customer and net revenue retention trends should also be tracked on a monthly basis and compared to goals.
Weekly Sales by Customer
List of the top 10 customers for sales in the previous week. Columns are also included for total sales over the year to date (YTD) sales and trailing 12 months (TTM).
Sales are reported in the period they are generated, eg, the date the invoice is issued. Sales include all items on the invoice or receipt, including deposits or prepayments.
Ways To Use It
Sales teams can use this table to track weekly sales performance and congratulate colleagues for bringing in the top 10 customers last week!
Customers with overdue invoices are prioritized for collections based on their potential financial impact and the customers’ risk profiles.
The financial impact is measured by considering the combination of the amount overdue and how many days overdue. For example, a larger overdue amount can be prioritized more highly than a smaller amount that’s more days overdue.
Each customer’s risk profile is impacted by whether they’ve had a negative change in payment behavior. For example, a customer who usually pays 20 days late and is now 45 days late will have an increased priority because they are much later than usual.
Depending on your subscription, you may also have an A/R Prioritization sheet attached with extra details for each customer and each invoice.
|Priority||Unusually Late||Customer||Invoice #||Balance||% Paid||Due Date||Days Overdue|
|1||Yes||Streich and Stamm||88698554||$42||92%||2019-10-04||313|
|3||Yes||Feeney – Zemlak||21908934||$376||0%||2020-02-06||188|
|4||Yes||Kilback & Rolfson||63953874||$979||0%||2020-05-14||90|
|4||Yes||Kilback & Rolfson||23920963||$353||0%||2020-0520||84|
|4||No||Kilback & Rolfson||59362963||$1,080||0%||2020-06-18||55|
|5||Yes||Marks and Sons||81889256||$902||0%||2020-07-17||56|
|5||No||Marks and Sons||77671673||$1,250||0%||2020-08-01||11|
Ways To Use It
Collections teams can use the additional payment histories and prioritizations to help decide which customers to more aggressively pursue. Tracking customers that have become “unusually late” is also a great way to get ahead of potential problems.
CFOs and finance teams can use changes in customer payment performance to adjust credit limits and payment terms.
Sales and management teams may not want to sell more to customers who look like they might be in trouble.
Report of cash collected in each of the prior 10 weeks. The total amount overdue, total amount outstanding, the percentage overdue at the end of each week.
Ways To Use It
The % Share Overdue can serve as a key performance indicator (KPI) for collections teams. Although the amounts collected and overdue will change, teams can set a goal to consistently keep the percentage overdue below some target threshold, eg, 25%.