Sales Plan Template: Turn a 90-Day Target Into Weekly Work

Sales Plan Template: A Filled 90-Day Example

This sales plan template turns a quarterly contract target into account actions, named owners and review dates, with a separate check for selling and delivery capacity. Download the blank CSV or copy the filled example below; Customermates can hold the customer records and follow-up work once you have agreed the plan.

Prepare individual first-contact drafts using the cold email templates. Check permission and relevance before turning an account activity into a message.

Where can you download the editable sales plan template?

The workbook and CSV worksheets are original, free downloads with no form or account required:

• Excel workbook with the blank plan, example, activities and capacity sheets.
• Blank sales plan worksheet, English CSV.
• Filled 90-day sales plan, English CSV.
• Activity and selling-time worksheet, English CSV.
• Team and delivery-capacity worksheet, English CSV.

Open each CSV as UTF-8 with a comma separator in Excel, Google Sheets or another spreadsheet. Save a working copy as a workbook if you want several tabs. The downloads contain editable values and written calculation notes, not live formulas. If you change an input, recalculate the dependent values. Actuals start empty because this is a fictional plan, not a customer result. These are planning worksheets; their import into a CRM has not been tested.

What belongs in a one-page sales plan?

Write down the period, customer segment, offer, target, assumptions, activities, owners, available time and decision dates. Give every number a unit. A signed contract value, recognized revenue and cash received are different measures.

For this example, the goal is €36,000 of new signed service contracts, excluding tax, from January 4 through April 3, 2027, a 90-day period. It is not a promise of revenue recognized or cash collected during those dates. All prices, rates, names and workloads below are invented planning inputs. They are neither benchmarks nor business results.

The fictional team sells fixed-scope operations workshops to small service businesses with a named operations owner. The offer is a €6,000 project requiring 60 team delivery hours. The team starts with no open sales opportunities assumed. Existing client delivery is reserved separately. Positioning decisions belong in your CRM strategy; this worksheet turns those decisions into work for one period.

How do you turn the goal into activity assumptions?

Work backward, then ask whether your own evidence supports each rate.

An account here is one selected company, not every email address or every outreach attempt. A qualified meeting means the buyer has confirmed a suitable problem, a decision owner and a plausible buying date. Count each account once in the 120 and each opportunity once at each stage. If the divisions produce fractions, round the required counts up.

These assumptions are deliberately visible. With a 25% proposal win rate instead of 50%, six wins would require 24 proposals, 60 qualified meetings and 240 accounts at the other unchanged rates. More activity would also require more time. Do not replace an uncomfortable assumption with a larger target and call the plan finished.

Define the actual stages and entry criteria in your sales pipeline. A conversion assumption in a plan does not prove that real buyers will move through them.

Does the plan fit a three-person team's capacity?

Use 12 active working weeks within the 90 calendar days. Each person has 32 available hours per active week after leave and holidays; inactive days provide no extra capacity. Split those hours before scheduling prospecting.

The sales workload is 120 account research/contact bundles × 0.5 hours = 60 hours, 30 meetings including preparation and notes × 1.5 = 45 hours, 12 proposals × 4 = 48 hours, and 12 proposal follow-up bundles × 2 = 24 hours. Add 12 weekly team reviews × 1.5 person-hours = 18 hours: 195 selling hours, leaving 69 of the 264 available. Each review is 30 minutes with all three people, not 90 minutes on the clock.

Assign the work as follows: Sam owns account work, 60 hours; Alex owns meetings, 45 hours, and proposals, 48 hours; Jo owns proposal follow-up, 24 hours. Each spends six hours in reviews. Alex needs 99 of 120 sales hours, Sam 66 of 96, Jo 30 of 48. Nobody's individual allowance is exceeded. These are total-period limits. Front-load selling time using four active weeks per phase: Alex/Sam/Jo reserve 18/10/2 hours a week in phase one, 8/8/6 in phase two and 4/6/4 in phase three. With two admin hours each, delivery gets the remaining weekly hours. This preserves the totals above and gives Alex 72 sales hours for the first phase’s 64-hour workload, including reviews. Schedule eight proposal follow-up bundles in phase two and four in phase three. The capacity CSV records this distribution.

Delivery has its own constraint: 396 hours already committed + 6 new projects × 60 hours = 756 hours, leaving 60 of the 816 available. That total is feasible only if start dates also fit. Reserve six possible 60-hour delivery slots with Jo before promising them. A late March signature may require delivery after April 3; record that commitment in the next period rather than pretending spare January hours are transferable.

What does the completed 30/60/90-day plan look like?

The milestones are cumulative, not three separate sets of new wins.

Alex and Sam confirm the first account list by January 8 and hold the first qualified meetings by January 15. The first phase has no signature target: the team starts without an opening pipeline and allows time for buyer decisions. Send the remaining target-contributing proposals by March 4 to allow 30 calendar days for decisions. Later meetings can build the next period's pipeline; they are not extra assumed wins in this one.

At each weekly review, enter actual counts and contract value, compare them with the milestone, and name the next action. Record a reason for every change. An activity budget can be zero incremental cash, as in this example; it still consumes the 195 planned person-hours. Add your actual travel, software or subcontractor budget before adopting the plan.

How do you put the plan into CRM work?

Keep the approved worksheet as the baseline. Then map each real action to records rather than copying a target into a deal value.

Customermates uses configurable lists. Create the lists and relationships you need, then add ordinary date, member and single-choice fields for task due dates, owners and statuses. Those task fields are not built-in system fields. Task management supports this execution layer, and reporting can show charts from the records you maintain. The worksheet does not install a quota-planning module, calculate commissions or generate predictive forecasts.

When should you revise the plan rather than the forecast?

The plan is the agreed target and work allocation. The forecast is your current estimate of what named opportunities will close, based on evidence and timing. Update the estimate when a buyer delays. Revise the plan when the assumption or resource constraint changes enough to require a different action, scope or target.

For example, if only four of the six planned projects look likely to sign, the current estimate is €24,000 and the gap to plan is €12,000. This is an illustrative scenario, not an observed result. Do not relabel the remaining €12,000 as likely just to match the target. Decide whether to change the offer, use spare selling time, accept the gap or revise the target. Keep the original baseline and date the decision.

For broader planning structures, see Close's sales planning guide, checked on November 4, 2026. The worksheets, fictional example and calculations on this page are our own.

Sales plan template FAQ