Medical representative daily call report format, with a free Excel template

A medical representative's daily call report should be one row per visit, with the same columns every day: date, rep, doctor or clinic, specialty, A/B/C class, area, visit type, products discussed, samples given, order taken, order value, outcome and notes, next step, and next visit date. A second sheet adds the rows up each week. That format works in Excel and holds up when you have 10 or 25 reps sending reports, because every column can be counted and filtered.

The template at the bottom of this page has both sheets ready. The rest of this guide explains why each column is there, what a good row looks like, and how to read the weekly numbers.

The columns and why each one is there

Many report formats fail in the same way. They have a big free-text box and a few headers, and by the end of the month nobody can answer a simple question like "how many A-class dermatologists did we see in Jumeirah?" Each column below exists so a question like that has an answer.

• Date and rep, so files from different reps can be stacked into one sheet without losing who did what.
• Doctor or clinic, written exactly as it appears in your account list. "Dr. Sara, Al Wasl" and "Sara clinic" become two different accounts in any count.
• Specialty, because a dermatologist, a plastic surgeon and a GP are different conversations and often different products.
• Class A, B or C, which tells you whether the rep's time is going to the accounts that matter most.
• Area, the district or zone, so you can see whether a territory is being covered evenly or only near the rep's home.
• Visit type: detailing, follow-up, order collection, product training, complaint, or event invite. Keep it to six or fewer options.
• Products discussed, up to three per visit. If a rep lists eight products, none of them was really discussed.
• Samples given, with product and quantity. In aesthetics this is often demo units or consumables; in pharma, physician samples.
• Order taken (yes/no) and order value before VAT, in AED.
• Outcome and notes: one or two sentences on what was said or decided.
• Next step: one concrete action.
• Next visit date.

Make class, area, visit type, specialty and product drop-down lists (Data, then Data Validation, then List). This one setting does more for report quality than any training session, because typos stop breaking your counts.

What a good row looks like

Here is an invented example of a complete row for an aesthetic rep:

And a weak row for the same visit: "Visited Dr. A, discussed products, good meeting." It tells the manager nothing, and three months later it tells the rep nothing either.

The test for a good row is simple. Could someone who has never met the doctor read it and know what to do next? If yes, the row is done.

The weekly summary sheet

Managers rarely have time to read 200 rows a week. The summary sheet answers six questions per rep, and every one of them is a formula over the daily sheet.

Visits. Count of rows for that rep in the week:

=COUNTIFS(Rep,"Rep 4",Date,">="&WeekStart,Date,"<="&WeekEnd)

Visits per day. Visits divided by field days, not calendar days. If a rep had a sales meeting on Monday and four days in the field, divide by four. Say a rep logs 30 visits in a 5-day week with one office day: 30 ÷ 4 = 7.5 visits per field day.

A/B/C split. Visits to each class as a share of total visits. Add Class,"A" to the COUNTIFS above and divide by total visits. If the rep made 30 visits and 9 were A-class, that is 30%. Whether 30% is right depends on how many A accounts the rep owns, which is what a cycle plan sets.

Samples. Sum of sample quantities for the week, and samples per visit. A sudden jump is worth a question, as is a rep who never gives any.

Order rate. Visits with an order divided by all visits. If 6 of the 30 visits produced an order, the order rate is 20%. Count only visits where the visit type allowed an order; a pure training visit should not drag the rate down. Some teams take orders at the visit and others receive them later through the office, phone or WhatsApp. If yours come in later, credit each order to the rep who owns the account and read the order rate per account rather than per visit.

Order value. Sum of order values for the week, and average order value (total value ÷ number of orders).

Typical ranges vary a lot by product and city. As a starting point, pharma reps calling on GPs and pharmacies often report more visits per day than aesthetic reps, whose clinic visits are longer and often booked. As a rough guide, aesthetic clinic reps often manage 4 to 7 visits a day and pharma GP or pharmacy reps 8 to 12; use your own numbers once you have a month of data.

How managers read the report

A daily report is useful only if someone reads it and reacts. A routine that works is a weekly one-to-one with each rep, using the summary sheet first and the daily rows only to answer a question.

What to look for, in order:

• 1.Did the rep see the A-class accounts this week?
• 2.Is visits per field day steady, or did it fall sharply on certain days?
• 3.Which visits have no next step, or a next step with no date?
• 4.Did any outcome note mention a complaint, a competitor switch or a stock issue that needs action from the office?
• 5.Were samples given to accounts that never order?

Then pick one thing to talk about. A review that lists twelve problems changes nothing.

Mistakes that make the report useless

• Filling it in at the end of the day from memory. Details disappear, and every visit becomes "good meeting". Ask reps to complete each row before driving to the next account.
• Free-typing account names. Use the account list as a drop-down, or at least copy-paste from it.
• Treating a promise as an order. "Will order next week" belongs in next step, not in order value.
• Too many columns. If a column has been empty for a month, delete it.
• Reports that only go up. If reps never see their own weekly summary, they stop caring about the rows that feed it. Share it back every week.
• Using the report to punish. If a low visit count always leads to a difficult conversation, the visit count will rise and the notes will get thinner.

When Excel stops being enough

Excel is a fine starting point. The friction usually starts with volume: 15 reps each sending a file every week means someone in the office spends hours copying rows into one master sheet, fixing account names and chasing late files. Reports also arrive after the fact, so a complaint noted on Tuesday is read the following Monday.

At that point, it is worth moving the same columns into a field CRM where reps log the visit on their phone at the clinic and the weekly summary builds itself. Amoura does this for medical and aesthetic distributors, using the same fields as the template below, so the switch does not change how your team thinks about a visit.

Download the template

The free Excel template has a call log with every column above (drop-down lists already set for date, class, visit type and order taken) and a weekly summary sheet that counts visits, visits per working day, A/B/C split, samples, order rate and order value, for one rep or the whole team. Replace the example rep names and areas with your own and it is ready to use.

If you would rather skip the spreadsheet work, try it free for 30 days. We set Amoura up with your own account list and products, for up to 10 users, and your reps log visits from day one.

How to fill in a daily call report

1. 1
   Open a new row as you leave the clinic

   Date, your name, the doctor or clinic, specialty, class and area. Most of this comes from the account list, so pick it rather than type it.

2. 2
   Record what you discussed and left

   Products discussed, samples given with quantities, and the visit type (detailing, follow-up, order, training, complaint).

3. 3
   Record the commercial result

   Order taken yes or no, and the order value before VAT. A promised order is a next step, not an order.

4. 4
   Write the outcome in one or two sentences

   What the doctor said or decided, in plain words a manager could act on.

5. 5
   Set the next step and next visit date

   One concrete action with a date. If there is no next step, say why.