FREE CALCULATOR AND PRACTICAL GUIDE
Your sales funnel: measure and improve.
A sales funnel follows people from an enquiry through contact to purchase. Enter your counts to calculate conversion rates, identify a transition to investigate and explore practical improvements.
Calculate your sales-funnel conversion rates
Choose a business model and enter counts for the same group of people at each stage. Replace the example with your records. Arrows beside the result link to the relevant stage guide.
What does a sales funnel show?
A sales funnel shows the steps towards a purchase and how many people progress. Before deciding to increase advertising, examine how many existing enquirers were contacted, informed and converted to customers.
This tool focuses on the process after an enquiry. Appointment-based sales follow enquiry → contact → information → booking → attendance → purchase. Proposal-based sales follow enquiry → contact → discovery → proposal → purchase. Earlier interactions, such as ad impressions and website visits, are outside this calculation.
How is conversion calculated?
- Stage-to-stage conversion
- People in the next stage ÷ people in the previous stage × 100
- Overall enquiry-to-sale conversion
- Purchasers ÷ enquirers × 100
In the example, contacting 90 of 100 enquirers gives a 90% contact rate, while three purchases from those 100 people gives 3% overall conversion. Three purchases from ten attendees gives 30% conversion at the last stage. The previous-stage and initial-stage columns use different denominators.
How should you choose the counts?
- Follow one cohort. For example, follow people who enquired in September. Do not combine September enquiries with sales completed in September by people from earlier cohorts.
- Count each person once per stage. Three calls are not three people. Each stage must concern the same people progressing from the preceding group.
- Distinguish blank from zero. Leave unmeasured stages blank. Enter zero when measured and nobody progressed. The tool skips blanks and cannot locate a loss within that interval.
- Allow time for decisions. Future appointments and proposals awaiting a response are pending, not completed outcomes. Compare cohorts with similar observation periods.
The orange section identifies the lowest conversion between completed stages, with the greater absolute loss breaking a tie. It is a starting point for investigation, not a diagnosis. The hypothetical calculation applies your highest transition rate to the lowest one. It excludes capacity, cost and behavioural changes, so it is not a sales forecast.
How can each stage be improved?
Our suggested contact-rate working target is 90%. The guidance below covers prompt contact, accurate information and consistent follow-up. The target and example counts are not industry averages or reported client results.
Enquiries: start with the right people and records
The starting point is a person who submits a form, calls or messages about your service. Ad impressions, website visits and social likes are not enquiries in this tool. One person contacting you through a form and WhatsApp is still one opportunity. A consistent starting list makes the later ratios meaningful.
- Coordinate with your agency
- The agency can see advertising metrics, but your team knows more about the patients who call: their expectations, budget, location and the quality of the conversation. Share feedback regularly and review dashboards and weekly reports. Flag irrelevant search terms, enquiries outside your scope and unusual changes in location or demand.
How can your team apply this?
- Create one record per person, with source, date, time, service interest, contact details and an assigned team member. Add repeat contacts to the existing record.
- Tag invalid details, duplicate submissions and out-of-scope enquiries separately. Define which records enter the calculation and keep that definition consistent between periods.
- Keep advertising source and conversation outcomes together. Review which services and channels attract relevant enquiries, not only the total volume.
What should you measure?
Track unique enquiries, valid contact details and service relevance separately. Cost per enquiry is the relevant advertising spend divided by unique enquiries from that advertising. It is not cost per sale.
Practical example
Someone submits a form and then messages on WhatsApp: count one person. If they later book, update the existing record rather than create a second enquiry.
Common mistake
Assuming a cheap enquiry is a qualified enquiry. A high-volume campaign may attract people outside your service or budget fit. Read conversation notes alongside advertising data.
First contact: turn a quick response into a conversation
A contacted person is someone with whom you had a meaningful two-way exchange, not simply someone you tried to call. Automated messages and missed calls do not complete this stage. The aim is to understand the need while it remains relevant and agree the next step.
- Call promptly
- Use a 90% contact rate as a working target. Call as soon as the enquiry arrives during office hours, aiming for the first attempt within two minutes rather than waiting two minutes routinely. Record both timestamps. An automated response or unanswered call is not two-way contact.
- Offer a call after the initial message
- After an automatic WhatsApp response, call the patient when appropriate. For example: “I saw your message and called to help explain. Is this a convenient time?” Respect a preference to continue in writing.
- Follow up unanswered calls
- Try at different times, up to three times during the day. A short message can ask for a suitable time to speak. Continue at appropriate intervals on later days, record each outcome and stop if the person does not want further contact.
How can your team apply this?
- Notify the responsible person immediately. During office hours, use prompt calling and a first attempt within two minutes as an operating target.
- For out-of-hours enquiries, explain when a response can be expected and call at the first suitable working time. Report office-hours and out-of-hours response times separately.
- Record each attempt with its time and outcome: unanswered, callback requested, contacted or no further contact wanted. Do not merge these into one “called” status.
What should you measure?
Contact rate = people reached in a two-way exchange ÷ unique enquiries × 100. Also track time to first call and the share attempted within two minutes. The 90% contact target and two-minute attempt target measure different things.
Practical example
If you call 95 of 100 enquirers but speak with only 90, the contact rate is 90%. The five unanswered calls are not successful contacts, and the five people not yet called remain visible separately.
Common mistake
Treating an automatic acknowledgement as completion. Automation can receive the enquiry, but the next human action still needs an owner and a time.
Information: understand the patient’s questions
The purpose is more than quoting a price. Understand the service interest, timing and unresolved questions. Keep general service information separate from a clinician’s individual assessment.
- Provide clear and accurate information
- Listen to questions about price, process, timing and concerns. Understand the need before explaining. Refer questions outside your knowledge to the relevant clinician and follow up the response.
- Share useful material
- Send the relevant service page, explanation or video after the discussion. If recurring questions are not covered on the site, agree the necessary content with the agency.
How can your team apply this?
- Begin with an open question such as “What would you like to know?” Let the person finish, then briefly confirm your understanding.
- Explain what the price includes, what still needs confirmation and the next step. Avoid unconfirmed promises about timing, cost or outcomes.
- Send a short summary and the most relevant page or video. Choose material that answers the actual question rather than sending a large list. Assign an owner to any unanswered issue.
What should you measure?
Information rate = people informed ÷ people contacted × 100. Record unanswered questions and frequently requested material.
Practical example
If 60 of 90 contacted people received the relevant information, this stage is 66.7%. Use records to distinguish incomplete discussions, unsuitable enquiries and postponed conversations among the other 30.
Common mistake
Reading the same script to everyone or sharing only a price. If the real concern is timing or scope, make sure the conversation addresses it.
Booking: turn interest into an agreed plan
Not everyone who receives information is ready to book. Timing, location, price or professional preference may remain unresolved. Ask what information is needed and when to speak again instead of treating “I need to think” as an automatic rejection.
- Follow up to arrange an appointment
- A decision may take longer than expected. Agree when to speak again and identify remaining questions. Help the person reach the appropriate professional and arrange a suitable appointment without pressure.
How can your team apply this?
- Ask for suitable days and times. Confirm the agreed date, time, location and professional in one message.
- Ask what an undecided person still needs to know and agree a follow-up time. Create an assigned task.
- Distinguish postponement, cancellation and a decision not to book. A changed appointment does not create another person.
What should you measure?
Booking rate = people booked ÷ people informed × 100. In the example, 20 of 60 people book: 33.3%. Also track time to the booking decision.
Practical example
Someone saying “perhaps next week” is not booked until a day and time are agreed. Record the preference and follow up when agreed.
Common mistake
Leaving follow-up as “later”. Every open opportunity needs a visible next action, responsible person and date.
Attendance: address practical barriers
Booking and attendance are separate stages. Reminders, directions and an easy way to reschedule are practical factors you can manage. Do not automatically attribute non-attendance to lack of interest; use the person’s stated reason and the records.
- Confirm the appointment
- Share the time, address and preparation information, and confirm attendance. Ask people who cannot attend whether they want to reschedule. Record bookings separately from actual attendance.
How can your team apply this?
- Share the date, time, full address and any preparation requirements. Make clear which appointment the message concerns.
- Provide a way to reschedule by phone or message. Update both the calendar and customer record and stop reminders for the old time.
- Record attended, did not attend, cancelled or postponed after the appointment. Follow up appropriately to ask whether a new appointment is wanted.
What should you measure?
Attendance rate = attendees ÷ people booked × 100. Ten attendees from 20 bookings is 50%. Future appointments are still pending, not missed.
Practical example
If five of 20 appointments are next week, seeing ten attendees today does not establish ten no-shows. Separate completed appointments from those still scheduled.
Common mistake
Counting a postponement as a loss or counting a rebooked person twice. This tool measures people, not the number of calendar entries.
Purchase: record outcomes and follow open decisions
After an appointment, the person may need more information or time. Check that the scope and price are understood and refer remaining questions to the appropriate team or clinician. Support an informed decision without sales pressure.
- Follow the decision process
- After the appointment, identify unanswered questions about price, process or timing. Follow up at an appropriate time without rushing the decision. Record the outcome and any stated reason, and share useful aggregate feedback with the agency.
How can your team apply this?
- Define when a sale counts, such as contract acceptance or payment. Distinguish interest, bookings and completed sales, and use the same definition across periods.
- Keep won, lost and awaiting-decision statuses separate. Record the reason actually given instead of writing an assumption such as “too expensive”.
- Compare enquiries, discussions and sales by channel with the agency. Share useful aggregate outcomes and recurring issues rather than unnecessary personal details.
What should you measure?
Final-stage conversion = purchasers ÷ attendees × 100. In the example, 3 ÷ 10 × 100 = 30%. Overall enquiry-to-sale conversion is 3 ÷ 100 × 100 = 3%. These answer different questions.
Practical example
Three sales from 100 enquiries means 3% overall conversion. If decisions are still pending, the cohort is not complete. Review it later and also examine time to purchase.
Common mistake
Attributing every loss to advertising or the sales team. Counts identify a transition to investigate, not its cause. Review notes, service fit and follow-up records together.
Enquiries: start with the right people and records
The starting point is a person who submits a form, calls or messages about your service. Ad impressions, website visits and social likes are not enquiries in this tool. One person contacting you through a form and WhatsApp is still one opportunity. A consistent starting list makes the later ratios meaningful.
- Coordinate with your agency
- The agency can see advertising metrics, but your team knows more about the customers who call: their expectations, budget, location and the quality of the conversation. Share feedback regularly and review dashboards and weekly reports. Flag irrelevant search terms, enquiries outside your scope and unusual changes in location or demand.
How can your team apply this?
- Create one record per person, with source, date, time, service interest, contact details and an assigned team member. Add repeat contacts to the existing record.
- Tag invalid details, duplicate submissions and out-of-scope enquiries separately. Define which records enter the calculation and keep that definition consistent between periods.
- Keep advertising source and conversation outcomes together. Review which services and channels attract relevant enquiries, not only the total volume.
What should you measure?
Track unique enquiries, valid contact details and service relevance separately. Cost per enquiry is the relevant advertising spend divided by unique enquiries from that advertising. It is not cost per sale.
Practical example
Someone submits a form and then messages on WhatsApp: count one person. If they later book, update the existing record rather than create a second enquiry.
Common mistake
Assuming a cheap enquiry is a qualified enquiry. A high-volume campaign may attract people outside your service or budget fit. Read conversation notes alongside advertising data.
First contact: turn a quick response into a conversation
A contacted person is someone with whom you had a meaningful two-way exchange, not simply someone you tried to call. Automated messages and missed calls do not complete this stage. The aim is to understand the need while it remains relevant and agree the next step.
- Call promptly
- Use a 90% contact rate as a working target. Call as soon as the enquiry arrives during office hours, aiming for the first attempt within two minutes rather than waiting two minutes routinely. Record both timestamps. An automated response or unanswered call is not two-way contact.
- Offer a call after the initial message
- After an automatic WhatsApp response, call the customer when appropriate. For example: “I saw your message and called to help explain. Is this a convenient time?” Respect a preference to continue in writing.
- Follow up unanswered calls
- Try at different times, up to three times during the day. A short message can ask for a suitable time to speak. Continue at appropriate intervals on later days, record each outcome and stop if the person does not want further contact.
How can your team apply this?
- Notify the responsible person immediately. During office hours, use prompt calling and a first attempt within two minutes as an operating target.
- For out-of-hours enquiries, explain when a response can be expected and call at the first suitable working time. Report office-hours and out-of-hours response times separately.
- Record each attempt with its time and outcome: unanswered, callback requested, contacted or no further contact wanted. Do not merge these into one “called” status.
What should you measure?
Contact rate = people reached in a two-way exchange ÷ unique enquiries × 100. Also track time to first call and the share attempted within two minutes. The 90% contact target and two-minute attempt target measure different things.
Practical example
If you call 95 of 100 enquirers but speak with only 90, the contact rate is 90%. The five unanswered calls are not successful contacts, and the five people not yet called remain visible separately.
Common mistake
Treating an automatic acknowledgement as completion. Automation can receive the enquiry, but the next human action still needs an owner and a time.
Discovery: define the relevant solution
Understand the problem behind the requested purchase. Discuss the current process, intended outcome, decision-makers, budget context and timing before preparing a proposal.
- Provide clear and accurate information
- Listen to questions about price, process, timing and concerns. Understand the need before explaining. Refer questions outside your knowledge to the relevant specialist and follow up the response.
- Share useful material
- Send the relevant service page, explanation or video after the discussion. If recurring questions are not covered on the site, agree the necessary content with the agency.
How can your team apply this?
- Ask how the work is done today and where time is lost. Record the intended outcome and decision timetable.
- Explain what the price includes, what still needs confirmation and the next step. Avoid unconfirmed promises about timing, cost or outcomes.
- Send a short summary and the most relevant page or video. Choose material that answers the actual question rather than sending a large list. Assign an owner to any unanswered issue.
What should you measure?
Discovery completion = people with a completed needs discussion ÷ people contacted × 100. Also record service fit, the decision timetable and missing information.
Practical example
If 60 of 90 contacted people completed discovery, the rate is 66.7%. Separate people awaiting another discussion from those for whom the service is unsuitable.
Common mistake
Reading the same script to everyone or sharing only a price. If the real concern is timing or scope, make sure the conversation addresses it.
Proposal: clarify scope and the decision step
A proposal should explain scope, deliverables, timing, fees and responsibilities. Before sending it, establish who will review it and when.
- Follow up to clarify the proposal
- A decision may take longer than expected. Agree when to speak again and identify remaining questions. Clarify scope, budget and timing, then agree the next action.
How can your team apply this?
- Start with the need identified in discovery. State included work, exclusions, delivery timing and client inputs.
- Send the proposal to the appropriate decision-maker and confirm receipt. Offer a short review conversation; sending the file is not the end of the process.
- Record why a revision is needed. Three versions sent to one person are not three separate prospects.
What should you measure?
Proposal rate = people sent a proposal ÷ people completing discovery × 100. In the example, 20 of 60 progress: 33.3%. Track preparation time and proposals awaiting a response.
Practical example
If the scope is accepted but the start date is unresolved, keep the opportunity open and agree the next review. Silence alone does not establish a win or loss.
Common mistake
Leaving follow-up as “later”. Every open opportunity needs a visible next action, responsible person and date.
Purchase: record outcomes and follow open decisions
Silence after a proposal is not proof of rejection. Internal approval, budget, timing or scope review may still be in progress. Ask what remains unresolved and turn the response into a specific follow-up task.
- Follow the decision process
- After the proposal, identify unanswered questions about price, process or timing. Follow up at an appropriate time without rushing the decision. Record the outcome and any stated reason, and share useful aggregate feedback with the agency.
How can your team apply this?
- Define when a sale counts, such as contract acceptance or payment. Distinguish interest, bookings and completed sales, and use the same definition across periods.
- Keep won, lost and awaiting-decision statuses separate. Record the reason actually given instead of writing an assumption such as “too expensive”.
- Compare enquiries, discussions and sales by channel with the agency. Share useful aggregate outcomes and recurring issues rather than unnecessary personal details.
What should you measure?
Proposal win rate = purchasers ÷ proposal recipients × 100. In the example, 3 ÷ 20 × 100 = 15%. Overall enquiry-to-sale conversion is 3 ÷ 100 × 100 = 3%.
Practical example
Three sales from 100 enquiries means 3% overall conversion. If decisions are still pending, the cohort is not complete. Review it later and also examine time to purchase.
Common mistake
Attributing every loss to advertising or the sales team. Counts identify a transition to investigate, not its cause. Review notes, service fit and follow-up records together.
Connect your funnel to a measurable follow-up process
The calculation identifies where to investigate. Ongoing improvement requires source information, call history, notes and outcomes to be connected. DijitalPi can help review records, follow-up responsibilities and conversion measurement.
- CRM setup and customer follow-up: consolidate enquiries and assign the owner and next action.
- Marketing automation: notify the team of new enquiries and schedule follow-up.
- Conversion rate optimisation: investigate obstacles in the enquiry and sales journey.
- Offline conversion tracking: connect phone and in-person sales with advertising measurement.
FAQ
Frequently Asked Questions
Answers about sales funnels, conversion rates and using the calculator.
What is a sales funnel?
A sales funnel describes the stages between an enquiry and a purchase and the number of people who reach each stage. This tool highlights the lowest conversion rate between completed fields. If rates are tied, it selects the transition with the greater absolute loss.
Is the tool free?
Yes. You can view the result without registering or providing contact details. The enquiry form below the result is optional.
Where do my numbers go?
The calculation runs in your browser and does not send your numbers to us. If you submit the optional enquiry form, your contact details, entered numbers and calculated result are sent to DijitalPi.
Which business models does it cover?
Use appointment-based sales for services such as clinics, dentists and psychologists. Use proposal-based sales for agencies, software and consulting. Select the appropriate model before entering your counts.
What if I do not measure a stage?
Leave an unknown count blank. Enter zero if you measured the stage and nobody reached it. At least two fields are required. The tool compares completed stages in order, skipping blanks; it cannot locate the loss within a skipped interval.
How is the conversion rate calculated?
Divide the number reaching a stage by the number in the preceding stage and multiply by 100. Contacting 90 of 100 enquirers gives a 90% contact rate. Three purchases from 100 enquiries gives 3% overall conversion.
What is a good sales-funnel conversion rate?
There is no universal rate for every sector and stage. Service, source, price, decision time and measurement definitions all matter. The 90% contact rate on this page is DijitalPi's suggested operating target, not an industry average or a guarantee. Compare consistent definitions and similar time windows.
How quickly should a new enquiry be called?
Our suggested operating routine is to call promptly during office hours, aiming for the first attempt within two minutes. For out-of-hours enquiries, state when you will respond and call at a suitable working time. Time to first attempt and successful two-way contact are different measures.
How does this differ from a marketing funnel?
A marketing funnel often also includes awareness, interest and enquiry generation. This tool starts after an enquiry and follows contact, information or discovery, booking or proposal, and purchase. Entering website visitors in the first field changes that starting definition.
Why is a transition rate low?
Counts alone cannot identify delayed calls, poor service fit, price concerns or missing follow-up as the cause. Review the highlighted transition alongside conversation notes, timestamps and pending decisions. Complete missing stage records before drawing conclusions.
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