Score

Sales Team Capability Assessment

Retention happens mostly through relationship continuity: the same account owner staying engaged over time

There's a structured account review process, though it's applied inconsistently

Retention is actively managed through regular value reviews, early warning signals for at-risk accounts, and a clear owner accountable for each relationship's health

Retention isn't actively managed; it's assumed to follow from good service

Q1. What's the primary approach to retaining existing customers?

Growth within accounts happens opportunistically, when the customer raises a need

There's some deliberate effort, though it isn't tracked as its own discipline

Account growth is treated as a distinct, tracked discipline: understanding the customer's evolving needs and proactively presenting relevant expansion, not waiting to be asked

This isn't something we currently track separately from new business

Q2. How systematically does your sales team grow existing accounts, through cross-sell or upsell, beyond the original deal?

New business mostly comes through inbound leads or existing relationships and referrals

The team does some outbound prospecting, though it's inconsistent across individuals

There's a disciplined, well-supported outbound capability: clear targeting, consistent prospecting activity, and a repeatable process for converting cold or warm interest into pipeline

Outbound prospecting isn't a significant part of how the team currently operates

Q3. How strong is the team's capability to open genuinely new business, beyond referrals and inbound interest?

Pipeline tracking exists but relies heavily on individual sales reps' own memory and judgment

CRM is used reasonably consistently, though forecast accuracy varies

Pipeline data is disciplined and trusted: forecasts are accurate enough to plan against, and deal health is visible without needing to ask the rep directly

We don't currently have strong visibility into pipeline health at an aggregate level

Q4. How disciplined is pipeline management: forecasting accuracy, CRM hygiene, and visibility into deal health?

The team tends to discount fairly readily to close or retain business

Discounting happens, though there's some effort to justify or minimise it

The team is genuinely skilled at articulating and defending value, and discounting is a deliberate, infrequent exception rather than a default response

This varies significantly by individual rep, without a consistent team standard

Q5. When facing price pressure, does the team default to discounting, or hold firm on value?

Delivery reliability varies, and sales sometimes learns about issues from the customer rather than internally

Delivery is reasonably reliable, with occasional gaps that get addressed reactively

Delivery reliability is tracked as a core metric, sales has real visibility into fulfilment status, and issues are proactively communicated to customers before they notice

We don't currently track on-time, in-full delivery as a distinct metric

Q6. How reliably does the organisation deliver on its commitments to customers after the sale (on-time, in-full, as promised)?

Decisions rely mostly on individual reps' and managers' experience and instinct

Some data is reviewed periodically, though it doesn't consistently shape day-to-day decisions

Data on customer behaviour, win-loss patterns, and market signals actively and regularly informs targeting, messaging, and coaching priorities

We don't currently have strong data infrastructure to support this

Q7. How is customer and market data actually used to guide sales decisions, targeting, and coaching?

The sales process hasn't changed much; it still largely assumes the salesperson is the buyer's primary source of information

Some adjustment has happened, though messaging and process are still largely built around an earlier buying pattern

The team has genuinely redesigned its approach around informed buyers: leading with insight and consultative value rather than basic product information the buyer likely already has

We haven't specifically examined how buyer behaviour has shifted

Q8. How well has the team adapted to buyers who research and self-educate extensively before ever engaging a salesperson?

Development happens mostly through on-the-job experience and informal peer learning

Structured training exists, delivered periodically, covering product and process updates

Ongoing coaching is built into the manager's role, combining skill development (negotiation, value-selling, objection handling) with regular, specific, real-deal feedback

We don't currently have a structured approach to ongoing sales development

Q9. How is sales capability actively developed, beyond onboarding and periodic product training?

Revenue is fairly concentrated; a small number of large customers or one sector accounts for a significant share

There's some diversification, though concentration risk hasn't been actively assessed

Customer, sector, and channel diversification is actively and deliberately managed as a risk mitigation strategy, not just a byproduct of organic growth

Sales Team Capability Assessment

How Equipped Is Your Sales Team to Perform in Today's Market?