A sales team without targets works in a fog; a team with the wrong targets works in the wrong direction. Good sales targets and KPIs show where the team stands, what it should do next and where help is needed. This guide explains how to set sales targets per person and for the team, which KPIs belong with them, how to read them and how to lead with them without monitoring employees. It is about method: no law prescribes sales targets. Only the handling of employees’ data is legally relevant.
Target, KPI, measure
Three terms are often mixed up:
- A target describes what should be achieved by when (“CHF 150’000 of won order value in the third quarter”).
- A KPI shows where you stand or why (“win rate 56 per cent”).
- A measure is what you change when target and status diverge (“follow up every quote after five days”).
For marketing goals, the SECO SME portal describes a principle that can be transferred to sales: targets must be precise and realistic; they are formulated, among other things, through concrete and measurable results and a defined period, and once the period is over you must check whether the targets were met, in particular using performance indicators. Sales is not the subject there; the logic still applies.
What a good sales target looks like
Test every target against five questions:
- Measurable? “Sell more” is not a target; “CHF 360’000 of won value in the quarter” is.
- Time-limited? A target needs a period, ideally a month, quarter or year.
- Influenceable? The person must be able to make a difference through their work. A target that depends on a single large customer is a gamble.
- Realistic? Base it on the past: pipeline, win rate and time to close show what is possible.
- Discussed? A target that the person sees for the first time in the analysis motivates nobody.
The KPIs at a glance
Use few KPIs, but from different angles:
| Angle | KPI | Shows |
|---|---|---|
| Result | Won value, won deals | what was achieved |
| Pipeline | Open deals, weighted value | what is in prospect |
| Quality | Win rate, loss reasons | how well opportunities are closed |
| Pace | Time to close, time per stage | where opportunities get stuck |
| Discipline | Deals without a next step, completed activities | whether work is being done with the customer |
You calculate the win rate as won deals divided by won and lost deals in the chosen period. It is a rate by number: a large lost order and a small one count the same. Amounts must always be shown per currency; francs and euros are not added together. The “Team” tile calls the win rate by the same name; the calculation is the same: won ÷ (won + lost).
Choosing types of target and periods
Three types of target are common:
- Won value is the classic revenue target in francs or euros. It measures the result, not the effort.
- Won deals (number) suits cases where the orders are of similar size or winning new customers is the priority.
- Completed activities measures the effort (calls, meetings, emails). Use this target sparingly and only as a supplement: someone assessed by volume does a lot and does not necessarily win more.
Choose the period for a target to suit the business. For short sales cycles a month is enough; for long cycles, a quarter or year makes sense. Take seasonal peaks into account by not spreading the annual target evenly over twelve months.
Leading with KPIs
KPIs are a reason for a conversation, not a verdict. A fixed rhythm has proved its worth (practice):
- Weekly, short: deals without a next step, overdue tasks, important closings of the week.
- Monthly: target status, win rate, loss reasons. Ask about causes: why was it lost? Where do opportunities get stuck?
- Quarterly: review targets, adjust the stage values of the forecast and update the cash flow planning, recognise successes.
Avoid three mistakes. First: rankings that only create pressure. Second: KPIs that set perverse incentives, such as many small closings instead of a few good ones. Third: figures without a conversation. A low win rate can point to prices that are too high, follow-ups that come too late or enquiries that never fitted.
Data protection for performance data
KPIs per person are personal data of employees. The employer may process data about employees only to the extent that it concerns their suitability for the employment relationship or is necessary for performing the employment contract; otherwise the Federal Act on Data Protection applies (Art. 328b of the Code of Obligations (CO)). It requires that processing be in good faith and proportionate (Art. 6, para. 2 DSG) and that data be processed only for a specific, recognisable purpose (Art. 6, para. 3 DSG).
It follows that the purpose of the analysis must be recognisable to employees (Art. 6, para. 3 DSG). So explain to the team in advance which figures you analyse and for what. As practice (not a statutory requirement), we also recommend: limit visibility to people who need the figures for their job, and use the analysis for leadership and support, not for other purposes.
Practical example: Muster Haustechnik AG
Muster Haustechnik AG (fictitious) has three people in sales. Quarterly targets for won value apply for the third quarter of 2026. On 30 September 2026, the sales manager records the status:
| Person | Target CHF | Actual CHF | Target achievement | Won | Lost | Win rate |
|---|---|---|---|---|---|---|
| Anna Beispiel | 150’000 | 165’000 | 110 % | 5 | 4 | 56 % |
| Beat Muster | 120’000 | 90’000 | 75 % | 3 | 9 | 25 % |
| Carla Probe | 90’000 | 99’000 | 110 % | 4 | 2 | 67 % |
| Team (total) | 360’000 | 354’000 | 98 % | 12 | 15 | 44 % |
The calculation checks out: 165’000 plus 90’000 plus 99’000 gives 354’000; the team target of 360’000 is 98 per cent achieved. The team’s win rate is 12 of 27 closed deals, so 44 per cent.
In the conversation, one thing stands out: Beat won only three of twelve closed deals. The loss reasons show that six of the nine lost deals failed on price. The sales manager decides not on consequences but on support: she accompanies two quote meetings and clarifies whether the prices are right for his segment. Anna and Carla exceeded their targets; for the fourth quarter she does not raise theirs automatically, because fewer projects start in winter.
Checklist
- Every target is measurable, time-limited and discussed with the person
- Type of target fits: value, number or (only as a supplement) activities
- Periods fit the sales cycle, seasonality is taken into account
- Few KPIs covering result, pipeline, quality, pace and discipline
- Amounts are separated by currency
- Fixed rhythm: weekly, monthly, quarterly
- The team knows which figures are analysed and who sees them
- Loss reasons are read and discussed, not just counted
- The status of closed periods is recorded
How KMU | base helps
The analysis in Sales | base is open to everyone with read access to deals. Targets are set by sales management, meaning whoever has the permission to manage the Sales configuration.
1. Set targets. In the Management menu, open Analytics (page “Dashboard”). In the “Goals” tile, choose “Edit goals”. For each goal you determine the person or “Everyone”, the type (Value won, Deals won, Activities completed), the period (per month, quarter or year) and the target; value goals apply to one currency. The dashboard shows progress as a bar with “reached” as a percentage (“Sales targets per person or team”).
2. Arrange tiles. Key figures, goals, open deals by stage, conversion by stage, won and lost, loss reasons, forecast, activities per person, time to close, hot deals, deals without a next step, time per stage and team can each be shown or hidden for yourself and arranged via “Customise dashboard”. You filter by period, person and pipeline (“Dashboard with freely arrangeable tiles”).
3. Compare the team. The “Team” tile shows, per person, open deals, pipeline, weighted value, won, win rate, completed activities and deals without a next step for the chosen period (last 30, 90 or 365 days, this month, this quarter, this year). Each person sees only what they are allowed to see (“Team analysis per person with period”).
4. Find causes. Win rate, loss reasons and time per stage show where deals stall or why they are lost (“Sales funnel, win rate, time per stage, loss reasons”). You see deals without a next step and overdue tasks before a customer asks (“Deals without a step, overdue tasks”).
Limits. Target status always refers to the current month, quarter or year. The status of closed periods and earlier targets are not saved; record them yourself, as in the example. For each period, a target is a fixed amount; there is no split into months with a seasonal curve. A target for “Everyone” calculates with the deals that the viewing person may see; for a person with restricted visibility, the team status is therefore lower than the real one. Sales | base does not derive commissions from the targets. Sales | base does not judge whether an analysis is permissible under Art. 328b CO; you clarify that internally.
The details of operation are in the Sales | base guide. If you would like to try it yourself, take a look at the Demo or open a test account. If you have questions, we will help you via the contact page. You will find the terms under Pricing.
Sources
- SECO SME portal: Define goals and budget clearly (in German; page without a date; formulated there for marketing goals), accessed on 27.10.2026.
- Code of Obligations (CO, OR, SR 220), Art. 328b, as at 1 October 2026: fedlex.admin.ch (German original), accessed on 27.10.2026.
- Federal Act on Data Protection (DSG, SR 235.1), Art. 6, paras. 2 and 3, as at 7 July 2025: fedlex.admin.ch (German original), accessed on 27.10.2026.
The methods in this guide (types of target, rhythm, KPIs) are business practice, not legal requirements.
This guide does not replace legal or tax advice. Information as at 27.10.2026.