Complete this practical assessment to identify whether your sales growth is being held back by recruitment, sales process, lead generation, conversion, accountability, or owner dependency.
Sales growth usually stalls when people, process, pipeline, leadership, or digital lead generation stop working together.
1
PeopleDo you have the right salespeople in the right roles?
2
ProcessIs the sales process clear, followed, measured and managed?
3
PipelineAre there enough quality opportunities entering the business?
4
PerformanceAre targets, KPIs and accountability driving the right behaviour?
Complete the Sales Growth Assessment
Answer 14 practical questions. Your result will show the area most likely holding back sales performance and what to focus on next.
Question 1 of 147%
What best describes your business right now?
Select the closest match.
A
Most sales still depend on the ownerThe business relies heavily on one person to win work.
B
We have sales activity but inconsistent resultsSales happen, but not in a predictable or repeatable way.
C
We need stronger salespeopleThe team may not have the right capability, role fit or drive.
D
We need more quality enquiriesThe pipeline is too quiet or lead quality is weak.
What is your approximate annual revenue?
This helps indicate the sales structure likely required.
A
Under $1 millionSales may still be heavily founder-led.
B
$1 million to $5 millionStructure and repeatable sales process become important.
C
$5 million to $20 millionSales leadership, reporting and accountability become critical.
D
Over $20 millionThe business likely needs stronger sales management architecture.
How many people are involved in sales?
Include owners, sales reps, internal sales, account managers and business development staff.
A
Just the owner or founderGrowth may be restricted by owner dependency.
B
1 to 3 peopleSmall team, but structure may still be informal.
C
4 to 10 peopleThe team likely needs clearer sales management rhythm.
D
More than 10 peopleAccountability, reporting and leadership structure are essential.
What is the biggest sales issue right now?
Choose the issue that would create the biggest improvement if fixed.
A
Not enough qualified leadsThe business needs more quality opportunities.
B
Too many leads or quotes do not convertFollow-up, proposal handling or sales technique may be weak.
C
Salespeople are underperformingThe issue may be capability, fit, motivation or role clarity.
D
No real sales accountabilityTargets, reporting and ownership may not be strong enough.
How clear is your sales process?
Think from first enquiry through to quote, follow-up, close and post-sale handover.
A
Not clearly documentedEveryone tends to do sales their own way.
B
Somewhat clear, but inconsistentThe process exists but is not followed consistently.
C
Clear, but conversion is still weakThe process may need stronger follow-up and deal control.
D
Clear, but not actively managedThe management rhythm may not be driving behaviour.
How well do you track sales activity and KPIs?
This includes calls, meetings, quotes, proposals, conversion rates, pipeline value and close rates.
A
We mainly look at revenueThe business may be measuring outcomes too late.
B
We track some numbers manuallyThe data may not be consistent enough to manage performance.
C
We track KPIs but do not manage them wellThe reporting exists, but accountability may be weak.
D
We track quote or proposal activity but conversion is unclearThe sales team may need better close-rate visibility.
How strong is your quote or proposal follow-up?
This is a common hidden profit leak in SME sales teams.
A
Follow-up is inconsistentQuotes may be sent but not actively controlled.
B
We follow up, but not strategicallyThe team may check in without creating urgency or next steps.
C
Each salesperson handles it differentlyA stronger standard process may be required.
D
Management does not review it closelyThere may be an accountability gap around open quotes.
How would you describe your CRM or pipeline visibility?
Think about whether you can clearly see future revenue, deal stages and next actions.
A
We do not really use a CRM properlySales visibility may rely too much on memory or spreadsheets.
B
We use one, but it is not kept updatedThe system may not be embedded into daily sales habits.
C
We have visibility but weak accountabilityThe data exists, but it may not drive management action.
D
We can see deals, but not why they are won or lostConversion insights may be missing.
When you hire salespeople, what usually happens?
This helps identify whether recruitment strategy or role definition is limiting performance.
A
We struggle to attract strong candidatesThe market is not producing enough quality sales talent.
B
People interview well but underperformThe hiring process may not be testing true sales fit.
C
Good people join but lack structureThe business may not have the right system to support them.
D
We do not have a consistent hiring processHiring may be too reactive or rushed.
How much does the business depend on the owner to close sales?
This is important for scaling beyond founder-led sales.
A
Almost completelyThe owner is still the main driver of revenue.
B
Heavily, especially with major customersThe team may not be trusted with key opportunities.
C
SomewhatThe owner still gets pulled into too many sales decisions.
D
Not much, the team handles most salesThe focus may now be consistency, systems and performance.
Where do most of your leads currently come from?
This helps identify whether growth depends on referrals, digital marketing or active sales activity.
A
Owner relationships and referralsGrowth may depend too much on existing networks.
B
Website, Google or online enquiriesDigital conversion and lead quality may need review.
C
Sales team prospectingActivity structure and pipeline discipline may be critical.
D
We do not have a reliable lead sourceThe business may need a stronger growth channel strategy.
What would help the business most over the next 90 days?
Choose the outcome that would create the biggest commercial improvement.
A
A clearer sales processPipeline, follow-up, conversion and reporting working properly.
B
Hiring the right salespersonA stronger sales hire who fits the role and business.
C
More qualified leadsBetter website, SEO, Google visibility or campaign conversion.
D
Better sales leadership and accountabilityClear targets, ownership, meetings and management rhythm.
How soon do you want to improve this?
This helps qualify urgency.
A
ImmediatelyThis is already affecting sales performance.
B
Within 30 daysWe want to address it soon.
C
Within 90 daysWe are planning ahead.
D
Just researchingWe are exploring options.
What is the best next step for you?
This helps direct your enquiry to the right area.
A
Book a sales performance reviewWe want a practical review of our sales structure.
B
Discuss sales recruitmentWe may need help finding or assessing salespeople.
C
Discuss sales consultingWe need help with process, KPIs, accountability or structure.
D
Discuss digital growthWe need better leads, SEO, website conversion or Google visibility.
Your Assessment Result
Your Sales Growth Bottleneck
Likely issues
Recommended focus
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Complete the form below and Sales Channel Solutions will review your assessment outcome and contact you to discuss practical next steps for your business.
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