A sales goal directs attention to what is being measured. If you only consider the value of the orders, it can make discounts, cancellations and additional work inconspicuous. Before adopting it, one must ask which behaviors will be rewarded and what consequences will remain outside the count.
I propose to link the measure to the actual result and the activities that the person can influence. A goal dependent on product availability or other people's decisions can be difficult to interpret. The conditions of the system must be understandable and consistent with the applicable employment relationships.
Let's imagine a service that rewards signed contracts. Some orders may be cancelled because the initial promise exceeds the available capacity. Also observing the delivery makes this effect recognizable, without assuming that any cancellation depends on who sold it.
Periodic verification should include problematic cases and staff requests. The incentive functions as an organizational choice when it favors a sustainable outcome. Its quality can be seen in the behaviour and service rendered, as well as in the indicator that appears on the report.