Leadership's read on the growth plateau was straightforward: lean harder on prospecting. More outbound, more top of funnel pressure, more pipeline. The top of the funnel turned out to be one of the healthier parts of the organization.
The situation
A mid-market B2B software and technology company engaged Score More Sales to evaluate its sales organization across four regions and channels with three sales managers, before committing to a bigger outbound push.
The team was not generating enough new business.
What the analysis found
The majority of salespeople across every region were classified as Hunters or Potential Hunters: people who consistently prospect for new business whether or not they are required to. Doubling down on outbound activity would not have addressed the actual constraint.
Hunters and Potential Hunters made up the majority in every region, and 72% of salespeople were already following an effective, structured sales process.
CRM and technology adoption scored well across the team. The gaps sat between a strong top of funnel and the close, not in the systems around them.
The most striking findings were not about the reps at all.
The rep-level gaps were real, but the manager-level beliefs were the more consequential finding. A leadership team that thinks price wins deals and that motivation is not its business cannot coach a team out of exactly those problems.
The analysis quantified the opportunity at $1,945,060 in achievable organic revenue growth, a 31% increase over the client's current $6,180,000 in annual sales.
Recoverable over an average of about 20 months by developing the sales force's underlying capabilities and strengthening sales leadership's coaching approach.
Where we recommended starting
Rather than a train-everyone-on-everything plan, the analysis produced a prioritized sequence based on where the leverage actually was: sales leadership coaching and alignment first, then Reaching Decision-Makers and Consultative Selling. Closing, despite being the most visible symptom, sits downstream of those gaps.
The common mistake
Leadership sees a revenue plateau, assumes it is a volume or prospecting problem, and invests in more top of funnel activity. Here the reps were prospecting consistently and already following a real sales process. The growth ceiling was not effort. It was a measurable set of gaps in reaching decision makers, selling consultatively and closing, plus a leadership team that needed its own coaching before it could coach anyone else.
Measure before you assume. The data is usually more specific, and more fixable, than the story leadership is telling itself.
A manufacturer blamed motivation and management. 100% of the team was motivated. 0% followed a sales process.
Read the case studyAn enterprise fintech blamed its systems and recruiting. Both scored well. Closing scored 16.
Read the case studyA SaaS team blamed prospecting. Hunting was the one thing working. Reaching decision makers scored 12%.
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