These reports focus on customer interactions, sales performance, and pipeline health.
| Name | Purpose | Key Metrics | Insight |
|---|---|---|---|
| Sales Pipeline Analysis | Provides a visual snapshot of all opportunities in the sales funnel. | Number and value of deals in each stage, pipeline progression, average deal size | Helps managers assess pipeline health, forecast future revenue, and identify bottlenecks in the sales process |
| Lead Source | Identifies which channels (e.g., website, referrals, email campaigns) generate the most and highest quality leads | Leads by source, conversion rate by source, cost per lead. | Guides marketing budget allocation to the most effective channels and optimizes ROI. |
| Sales Performance/Activity | Evaluates individual and team effectiveness and productivity | Calls made, emails sent, meetings held, deals closed, win rates, total revenue generated | Helps managers identify top performers, pinpoint training opportunities for struggling reps, and refine sales strategies |
| Win-Loss Sales Report | Analyzes the reasons behind won and lost deals. | Number of wins/losses, reasons for loss (e.g., price, competitor, feature gap). | Provides insights into competitive landscape, product gaps, and pricing issues to improve future win rates |
| Customer Profitability Report | Identifies the most (and least) profitable customers or customer segments. | Revenue per customer, associated costs, profit margins. | Helps focus resources on high-value clients, tailor loyalty programs, and optimize service offerings. |
These reports offer a comprehensive view of back-office operations, resource allocation, and overall financial health.
| Name | Purpose | Key Metrics | Insight |
|---|---|---|---|
| Inventory Turnover | Measures how efficiently inventory is managed and sold. | Inventory turnover rate, days sales of inventory (DSI), stock levels. | Helps optimize stock levels, prevent stockouts or overstocking, and improve cash flow. |
| Procure-to-Pay (P2P) / Order-to-Cash (O2C) Cycle | Tracks the efficiency of procurement and sales order processes. | Cycle time (order placement to payment collection), process bottlenecks, compliance rates. | Identifies inefficiencies in the supply chain and sales cycle, allowing for process streamlining and improved operational fluency. |
| Cash Flow Statement | Provides a detailed overview of all cash inflows and outflows. | Operating cash flow, investing cash flow, financing cash flow, cash on hand. | Essential for managing liquidity, planning for short-term expenses, and making capital expenditure decisions. |
| Aged Accounts Receivable (A/R) | Details outstanding invoices and the duration they have been unpaid | Days Sales Outstanding (DSO), overdue invoice percentages by age bracket | Helps management assess the effectiveness of collection efforts, predict cash shortages, and minimize bad debt risk. |
| Profit & Loss (P&L) Statement (by Product/Dept) | Measures financial performance over a specific period, broken down by specific segments. | Revenue, cost of goods sold (COGS), gross profit margin, operating expenses. | Pinpoints the most profitable products or departments, guiding strategic decisions on resource allocation and pricing. |
| Budget vs Actuals | To compare a company’s planned financial performance (the budget) against its real-world results (the actuals) over a specific period (e.g., monthly, quarterly, annually). | Variance: The difference between the budgeted amount and the actual amount for each line item (e.g., revenue, operating expenses, gross margin). This is typically measured in both absolute dollar value and as a percentage ([Variance %] = [Actual - Budget] / [Budget]). | This allows managers to identify trends, investigate root causes of discrepancies, take corrective action, reallocate resources effectively, and adjust future forecasts. |