Free sales plan template: create a sales plan that adds up

The strategy decides where you compete and why buyers should choose you; the sales plan turns that into a roadmap for one period, meaning who sells what, to whom, by when and on what budget. A business plan sits above both and covers the whole company, finance and operations included. Work top down. If you're still deciding how to build a winning sales strategy, start there, since no strategy template can make those calls for you.

Seven steps, in this order. Pull last year's sales data: win rate, average deal size, sales cycle length. Set the revenue target and split it by quarter, month and rep. Check capacity (the ramped reps you'll really have, not the ones on the org chart). Define the target market: your ideal customer profile (ICP) and your omissions. Choose your sales strategies and tactics, each with an owner. Cost it, and hold the total up against the forecast. Then pick the KPIs (key performance indicators) you'll review, and when. Steps two and three loop, so expect to go round twice.

Here's the maths with example numbers (it works the same in AED or SEK). Say your new business revenue target is $2.4M for the year. If you add a 10% buffer for deals that slip, you're planning for $2.64M. You have 6 ramped reps and 2 January hires at half pace for six months; each hire counts as 0.75 of a rep, so the team is 7.5. That puts the quota per ramped rep at $352,000. If your win rate is 25%, you need about $10.6M of new sales pipeline, and with a 90-day cycle each quarter's share must exist a quarter early. The Word file has no formulas, so do the sums in a sheet and copy the results into Goals and New Hires.

These are made-up but typical. Take a B2B IT services firm in Abu Dhabi: its plan might set a revenue target of AED 6M, aim at IT and facilities managers in mid-size companies, and list government procurement tenders under omissions because the team can't carry the paperwork. An online homeware retailer's plan looks different, with units per product line in Goals and most of the budget going on discounts and paid social. And a Stockholm SaaS company opening Gulf accounts? It adds the UAE and Saudi Arabia under Locations, expects longer sales cycles while it builds references, and tracks MRR.

The annual plan, sometimes called a strategic sales plan, is what this template is laid out for; a quarterly plan is the same over a shorter period. A territory plan splits the market by region or segment, and an account plan goes deep on a few large customers. Others cover a product launch, a new market or a new hire's first 90 days. Each fits this template once you trim what you don't need (an account plan barely needs the marketing section).

A 30-60-90 day plan splits a new hire's first three months into learn, contribute and own. Days 1 to 30: product training, CRM access, shadowing calls, an account list. Days 31 to 60: first meetings with a manager on the call, plus smaller deals of their own. Days 61 to 90: a ramped share of quota and a forecast they own. Create a plan for each hire with two or three checkable goals per phase, and don't rush the ramp. The file has no 30-60-90 page, but the tactics section adapts easily.

Turn the annual number into what people do on a Monday morning. Example: a rep needs 4 new opportunities a month, and 1 in 5 first meetings becomes one, so that's 20 first meetings a month, or about 5 a week. Write that down as the weekly target, with the owner and the KPI beside it. Sales activities are the part of your plan a rep controls every day, which is exactly why they belong in it.

Put marketing's commitments in writing. HubSpot's 2025 State of Sales report found that 96% of prospects research on their own before they talk to a sales rep, so content does part of the selling before your team gets involved. Sales and marketing alignment is still patchy, though: over 27% of marketers call it a top challenge in HubSpot's 2026 State of Marketing report, yet only 8% make fixing it a top goal. A short SLA (service level agreement) sets the lead definition, the monthly lead number and how fast sales follows up.

Many sales plans slip in the same places. Targets set top-down with no capacity check, so sales quotas look fine on a slide and impossible in the field. Personas with no omissions list. A marketing section pasted from the marketing plan that nobody in sales reads. A budget that never meets the forecast. And the big one: a plan opened in January and never again. The template's prompts catch most of these. The last needs a calendar invite.

In B2B sales, and enterprise sales especially, deals are fewer and bigger, so spend your words on accounts, personas and the stage of the sales process where deals stall. A B2C or ecommerce plan leans on units, channels and discounting instead. Solo founder, doing business development between everything else? A one-page plan will do: target, customer, three tactics, budget. Once there are several teams, you'll want a comprehensive sales plan, owned by a VP of sales, with territories split across the sales staff.

The best sales plans get checked against reality every week. Review the pipeline weekly and the forecast monthly, then re-plan each quarter once you can see whether win rates and cycle times held up. Track sales performance with a few clear sales KPIs: revenue against target, pipeline coverage, win rate, activity. HubSpot's 2025 State of Sales report found that 42% of sales pros name annual recurring revenue (ARR) as their most important success metric. If that's how your sales team is judged, put ARR or MRR in Goals.