What a weekly sales report should measure

Against the plan, not last week

A number on its own says little. Forty contracts is good or bad only next to the plan for that week. Every figure on a sales report should sit beside its target, so the sheet answers the question a developer actually has: are we ahead or behind, and by how much?

The five figures

• Enquiries, the top of the funnel and the first sign that a campaign is working.
• Private tours, the buyers serious enough to give an hour to the building.
• Reservations, the earliest commitment, and the best guide to where price can move.
• Contracts, the figure the lender counts.
• Pricing moves: what changed, on which line, and why.

The steps between them

The share of buyers who move from one step to the next shows where they drop away. Plenty of enquiries and few tours usually points to how buyers are qualified. Plenty of tours and few reservations points to the residence, the price or the way it is presented. Each answer leads to a different change.

The building, level by level

A plan of the building marked by what is under contract, reserved and still available shows which floors and lines are leading. Release and pricing decisions are made from that map, not from a total.

Where enquiries come from

Splitting enquiries by source, such as the project website, search, advisors, social media and referrals, shows which spending is working and which can stop.

What changes next week

A report should end with decisions: which residences to release, what to send to which buyers, what to change before the next Monday. A sheet that only describes the past is a scoreboard. One that ends in decisions is a plan.

Our specimen report shows all of this on one sheet, drawn with invented figures for an imaginary building.

The specimen uses invented figures and describes no real building, buyer or result.