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Sales reporting.See the results.Understand the journey.

SIXIS organises sales reporting: what to track, where the data comes from and how to understand opportunities, quotes and closed sales. Every figure has a definition and context.

You can identify where discussions are progressing, where they are stalling, and what needs to be checked. The report supports decision and action at the pace you drive sales.

Tell us what you don't see in the reports See how we work

You have figures.
What I tell you about sales?

For firms following a multi-stage trade route and need to understand results, differences between sources, or changes from period to period.

  1. Reports do not use the same definitions.

    One colleague counts revised offers as new offers, another reports only the first variation. We define indicators and periods so that two reports on the same activity can be compared.

  2. The value of opportunities seems great, but does not explain progress.

    Some discussions are old or without further action. We separate the current state from the movement between stages and show what needs to be checked before drawing conclusions about the future.

  3. It is not visible what happens after the requests come in.

    The source of the contact is known, but the continuation to the offer and sale is lost. We link the available information to see the quality of the route, not just how many requests came in.

We define the figures before to we compare them.

A useful report must be able to explain what has been counted, what is missing and what decision it can support.

SIXIS can organize the agreed data and reporting together with the people who know the commercial activity. You set the decisions to track, and the team confirms the information the numbers are based on.

The SIXIS collaboration model

  1. We start with commercial questions.

    We choose what you need to be able to decide: where requests are lost, how long the offer lasts or what opportunities demand attention. We determine who reads the report and how often. We don't add indicators just because an app can display them.

    From you Business objectives, current reports and examples of difficult decisions to make now.

  2. We check sources and definitions.

    We identify data from CRM, offers, orders or other relevant records. We define what a contact, opportunity, offer and closed sale means to your business. We establish the period, reference source, and how revisions, cancellations, and missing information are handled.

    From you Access to sources, current rules and persons who can confirm correct data.

  3. We construct a view that can be explained.

    We prepare the indicators, comparisons and details that help the interpretation. We separate the situation at a certain date from the results achieved over a period. When comparing conversions, we specify which group of requests we're tracking and how long they've had to progress.

    From you Confirmation of definitions and example cases for verification of calculations.

  4. We establish data updating and control.

    We define the frequency, the person responsible, and the checks required before reporting. If the data is incomplete, we make the gaps visible and choose what can be reported correctly. Update automation is discussed after actual source access and is tested for embedded systems.

    From you Who completes the data and how errors found are corrected.

  5. We link the ratio to actions.

    We review the results in the context of the period and sales cycle. A decline may require checking the data, the selection or a stage, not an immediate conclusion about the team. We determine who checks each issue and come back to it in the next review.

    From you Commercial explanations and the person who can decide the necessary interventions.

A WORKING EXAMPLE

Offers increase.
Orders lag behind.

A firm selling projects notices more offers sent, but not more orders in the same month. In this example, the report checks the decision duration, revisions, and requests from which the offers came before declaring that the result has deteriorated.

Counting
We separate the new offers from the revised variants and confirm what is a won order. We check if the data is complete for the analyzed period.
Time
We pursue the same opportunities throughout their cycle. A recent offer is not compared as a final result with one that has already had time to receive a decision.
Intervention
We see if clarifications, follow-ups or revision of some proposals are necessary. The report points to a question to investigate and a person responsible, without inventing the cause out of a single figure.

RELATED CAPABILITIES

The data come from commercial work.

Reporting depends on information preserved in the process. When the stage, offer or reason for loss is unclear, we also improve the source, not just the presentation of the numbers.

What we can find out and what we must verified.

Definitions, comparisons and limits of the data from which the report is constructed.

Do we need a new dashboard?

Not mandatory. A simple report, in the appropriate format for the team, may be sufficient. We choose the presentation according to the questions and the frequency of work. An interactive view makes sense if it aids analysis, not just to replace a document that already works.

What indicators should we follow?

We start from your decisions: suitable requests, active opportunities, offers, sales won, durations and reasons for loss may be relevant. We don't automatically include everyone. Each indicator should have a definition, a source and a reason why it is worth tracking.

How do we compare requests from different sources?

We use the same definitions and track how far the requests from each source have progressed. We take into account the entry period, time to decision and available data. A high volume of contacts alone does not prove a good source, and a lack of history limits conclusions.

Can we see what sales we will have next month?

We can organize an estimate if the opportunities have sufficiently good data and justified assumptions. We present it separately from confirmed sales and show what can change it. We do not turn the bid total or a probability set in the app into a promise of income.

What do we do if the data is incomplete?

We identify the deficiencies and what conclusions they affect. We report what can be supported, mark the boundaries and determine who completes or corrects the information. We don't show missing values as zero, and we don't automatically fill in business reasons that the team hasn't confirmed.

Can the report compare the people in the team?

Can show activity and results if definitions are consistent. The interpretation must take into account the type of requests, responsibilities, period and duration of the sale. We do not use a single number as a conclusion about a person's performance, and we do not confuse the assignment of a contact with actual work.

How often must the figures be updated?

Frequency follows the rhythm of decisions and the availability of data. Some teams need a weekly view, others an analysis over longer periods. Automatic or near-immediate updating is confirmed for real sources; we do not promise real-time data regardless of system.

What does the project include and who maintains the reporting?

We specify the indicators, sources, format, checks and frequency included, and who maintains the data and calculations. SIXIS can manage the agreed reporting; systems and data remain with the customer. Connecting additional sources or a larger analysis infrastructure is evaluated separately.

What would you like to be able to decide from your digits?

Show us the ratio now used and a commercial question which it does not answer. We can see what data and definitions are missing for actionable analysis.

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