Why start with the baseline
Without a baseline, any improvement is an opinion. Measuring the starting point before changing anything tells you whether the change moved the number or the number moved on its own.
Pick one number
The scorecard starts with one result the business understands without explanation: closed sales, recurring revenue, kept appointments or customers who stay. One, not ten.
The other indicators exist to explain why that number goes up or down.
How to measure the baseline
- Use a comparable, complete period, without unusual weeks such as holidays or closures.
- Measure with the same source you will use later; if the source changes, the comparison breaks.
- Write down how it was calculated, so someone else can repeat it.
The indicators that explain the number
- Activity: calls, meetings or proposals per person.
- Stage conversion: how much moves from one stage to the next.
- Cycle time: how long an opportunity takes to close.
- Concentration: how much of the result depends on a single person.
How to read it every week
A short review, always at the same time: the result against the baseline, the indicator that moved most, and one action for the following week.
Questions
How long should the baseline cover?
A complete period that represents normal operation, without unusual weeks.
How many indicators should the scorecard have?
One result and a few indicators that explain it. If nobody reviews them every week, there are too many.
Start with the diagnosis
In 2–3 weeks we measure how the operation sells today and leave the baseline ready.