90 Day Sales Planning
Turn sales strategy into a focused 90-day execution plan built around the responsibilities of each sales role. Define the goals, actions, measures and accountability that matter for the next 90 days rather than creating another list of business-as-usual tasks.
By Iain Swanston, Founder, Klozers · Updated September 2026
The four planning areas remain constant, but the emphasis reflects the person’s role, responsibilities and targets.
A 90-day sales plan translates sales strategy into a small number of goals, committed actions, measures and review points for the next quarter. It should reflect the salesperson’s role. An SDR may focus mainly on Finding, an Account Executive on Klozing, and an Account Manager or commercially responsible Customer Success role on Growing and retention.
- A 90-day sales plan is not a to-do list.
- It connects company strategy and sales objectives with the salesperson’s next 90 days.
- Klozers plans focus on Finding, Klozing, Growing and Developing.
- The emphasis changes by role rather than forcing every salesperson to use the same allocation.
- Manager approval, 30/60/90-day review and coaching create accountability around execution.
Why use a 90-day sales plan?
Annual targets describe an outcome, but they do not tell a salesperson what deserves additional attention this quarter. A 90-day plan creates a shorter execution cycle. It connects the organisation’s priorities with goals and actions an individual can work on now.
The 90-day sales plan is not a to-do list. It is where strategy becomes committed action.
The Klozers 90 Day Sales Plan deliberately separates significant goals from business-as-usual activity. The planning guidance recommends starting with only three actions in each area because adding too many priorities can dilute effort. Plans are submitted to the sales manager for approval and used as the basis for monthly coaching.
The plan also needs to fit the sales role. A prospecting role and an account-retention role contribute to revenue in different ways. Giving both people an identical activity plan ignores the work they are responsible for.
How should a 90-day sales plan change by sales role?
The four Klozers planning areas remain available to every salesperson, but they should not receive equal emphasis by default. The role, targets, territory, customer responsibilities and current commercial priorities determine the balance.
SDR
Typical emphasis: Finding. The plan can concentrate on target accounts, prospecting activity, qualification and effective handover. Klozing may support progression, while Developing captures capability needs.
Account Executive
Typical emphasis: Klozing. The AE usually progresses qualified opportunities towards a decision. Finding can still matter where AEs self-source pipeline, and Growing may apply where the role retains commercial responsibility after the sale.
Account Manager
Typical emphasis: Growing. The plan can concentrate on retention, account development, cross-sell, upsell and identifying opportunities within existing customers.
Customer Success
Typical emphasis where commercially responsible: Growing and retention. Where the role carries renewal, retention or expansion responsibility, the plan should reflect those outcomes rather than copy an SDR or AE plan.
These are role examples, not fixed allocations. The current Klozers SaaS training material separates SDR development towards finding new leads and AE development towards closing and growing customer accounts. Customer Success is an additional role requirement for this programme, not a role claimed to come from that SaaS course.
What the 90 Day Sales Planning training covers
1. Connect the plan to sales strategy
Start with the organisation’s strategy, sales objectives and current priorities. If the strategy is unclear, a planning session should not conceal that problem with more activity.
2. Define the role and commercial responsibility
Clarify what the participant is responsible for producing. The balance between Finding, Klozing and Growing should follow the role rather than a standard allocation.
3. Set the 90-day goal
Separate important change from routine work. The goal should deserve additional focus over the quarter and connect to the outcomes expected from the person’s role.
4. Plan Finding
Define the work required to find new prospects and opportunities. This can be the primary area for SDRs and business development roles.
5. Plan Klozing
Define the actions needed to progress and win active sales opportunities. For many Account Executives this becomes the central area of the plan.
6. Plan Growing
Define how existing customers will be retained and developed. This can take greater emphasis for Account Managers and Customer Success roles with commercial responsibility.
7. Plan Developing
Identify the personal development, training and coaching required to support the plan. Developing applies across roles.
8. Choose controllable actions and measures
Agree actions the participant can influence and measures that provide useful feedback before the end of the quarter.
9. Establish 30, 60 and 90-day reviews
Use shorter review points to identify whether the plan is working while there is still time to adjust.
10. Build the plan into coaching
Use the participant’s plan as an input to regular manager coaching so progress and obstacles are reviewed against explicit commitments.
Build the plan around the role, not a generic activity list
We connect your sales strategy with the responsibilities, goals and priorities that matter for each participant over the next 90 days.
How is the training delivered?
The programme is delivered privately in person or live online. Participants build their own plan during the session so the output reflects their role, current priorities and commercial responsibilities.
What makes the Klozers plan different?
Four areas
Finding, Klozing, Growing and Developing keep the plan centred on high-value sales work
Tailored
The balance changes according to the person’s responsibilities rather than applying the same activity mix to every role.
30 / 60 / 90
Manager review and shorter checkpoints allow the plan to be inspected and adjusted during the quarter.
The 90-day cycle connects strategic priorities with actions that can be reviewed while there is still time to adjust.
Is 90 Day Sales Planning right for your team?
Designed for
- Sales teams translating strategy into individual execution.
- Teams with different sales roles requiring different planning emphasis.
- Sales managers who want a clearer basis for accountability and coaching.
Not designed for
- Organisations that first need to define their sales strategy.
- Teams looking for a generic daily task list.
- Managers who want every role measured against the same activity mix.
What does 90 Day Sales Planning cost?
Price per person
Previous course pricing retained as approved for this refresh.
From £720
€880 · US $990 · AUS $1445
What moves the price
- Participant numbers.
- In-person or live online delivery.
- Depth of preparation and tailoring required.
- Travel requirements for in-person delivery.
Frequently asked questions
Is a 90-day sales plan the same for every salesperson?
No. The four planning areas remain constant, but the emphasis should reflect the person’s role, responsibilities and targets.
How would an SDR's plan differ from an Account Executive's?
An SDR will typically place greater emphasis on Finding. An Account Executive will typically place greater emphasis on Klozing. The exact balance depends on how your organisation defines each role.
Can Account Managers and Customer Success use the plan?
Yes. Account Managers can place greater emphasis on Growing. Customer Success teams can do the same where their role includes commercial responsibility for retention, renewal or expansion.
Is the plan a list of daily sales activities?
No. The Klozers guidance explicitly separates the 90-day plan from a to-do list.
Can the training be delivered online?
Yes. The programme can be delivered in person or live online.
Why is 90 days useful for sales execution?
A sales strategy can cover a much longer period than a quarter. Individual execution still needs a shorter horizon. Ninety days is long enough for a salesperson to pursue meaningful change and short enough for the manager to inspect progress before annual targets become historical results.
The Klozers planning guidance links 90-day plans to company strategy and OKRs. Without that connection, individual plans can become personal productivity documents containing tasks that are easy to complete but weakly connected to commercial priorities.
The plan begins with the result or change that matters. The participant identifies actions and measures that indicate whether execution is moving in the intended direction. Klozers asset N10 adds rolling 30, 60 and 90-day targets alongside quarterly targets so performance can be inspected during the period.
The plan can change when reality changes. The purpose is to make priorities explicit enough that adjustments are deliberate rather than allowing urgent work to displace important work without discussion.
Why should the plan differ by sales role?
Sales roles divide the work of winning and retaining revenue differently. A plan that ignores those responsibilities can create activity that looks consistent while being commercially inappropriate.
An SDR is normally positioned earlier in the sales process, so greater emphasis is likely to sit in Finding: selecting prospects, creating conversations, qualifying opportunities and handing them forward effectively. This is consistent with the current Klozers SaaS course, which describes its SDR option as focusing more on finding new leads.
An Account Executive normally carries more responsibility for progressing qualified opportunities. Klozing can therefore receive greater emphasis. The same SaaS course describes its AE option as focusing more on closing and growing customer accounts.
Account Managers and commercially responsible Customer Success roles are different again. Where the role owns retention, renewal or expansion, Growing deserves more attention. These are starting assumptions only. The actual plan follows the job the person has been asked to do.
How do Finding, Klozing, Growing and Developing work together?
Finding covers the creation of new prospects and opportunities. Klozing covers progressing and winning new opportunities. Growing covers retaining and developing existing accounts. Developing covers the participant’s own capability and development.
The balance matters more than equal allocation. An SDR may have substantial Finding goals and limited Growing responsibility. An Account Manager may have the reverse. Developing remains relevant because the participant may identify a skill or behaviour that needs improvement to execute the commercial part of the plan.
Klozers recommends beginning with only three actions in each relevant section. This is a focus mechanism rather than a claim that three is a universal optimum. Once the planning discipline is established, additional actions can be added where required.
The four areas also make coaching more specific. A manager can see whether the problem is creating enough opportunities, progressing them, developing existing accounts or building the capability required to execute the plan.
What should managers review at 30, 60 and 90 days?
The manager should review commitments made in the plan, evidence available from normal sales systems and any change in commercial priorities. The purpose is to determine whether the salesperson is executing the plan and whether the plan still reflects reality.
Klozers’ wider sales planning material distinguishes lead indicators from lag indicators. Revenue matters, but by the time a period-end revenue figure confirms a miss, the opportunity to correct that period may have passed. Measures closer to the salesperson’s actions can provide earlier information when they genuinely relate to the desired result.
Measures should fit the role. An SDR plan may inspect qualified opportunities created or agreed prospecting actions. An AE plan may inspect evidence of opportunity progression. An account role may inspect retention or expansion actions appropriate to the accounts it owns. These are examples, not universal KPIs.
The review should end with a decision: continue the action, change it, stop it or add a different priority. That keeps the plan operational rather than turning the review into reporting for its own sake.
How does the plan support sales coaching?
A coaching conversation is more useful when manager and salesperson have an agreed reference point. The 90-day plan records what the salesperson intended to achieve, which actions they committed to and which development requirement they identified.
The existing Klozers guidance recommends using the plans as the basis for monthly coaching sessions. That gives the manager something more specific than a general discussion about whether the salesperson is busy or whether the pipeline feels healthy.
Coaching can examine the gap between commitment and execution. If actions were completed but expected progress did not occur, the plan may need adjustment. If actions were not completed, the conversation can explore the obstacle and accountability required. If a capability gap is preventing execution, Developing can be updated with an appropriate training or coaching action.
The 90-day plan connects strategy, individual execution and manager reinforcement. Its value is not the completed template. Its value is the quality of the decisions and conversations it enables throughout the quarter.