SalesFit Assessment

Q1. You take over a mixed territory with dormant accounts, small repeat buyers, mid-sized customers and several enterprise accounts. Your manager wants growth without increasing customer churn. What do you do first?

Q2. Your pipeline dashboard shows 300 leads, 120 quotes issued, 18 active opportunities and only 4 expected wins this month. Before changing activity levels, what do you investigate first?

Q3. You are 25% behind budget with three months remaining. The pipeline looks full, but several opportunities have unclear next steps, soft close dates and mixed customer commitment. What do you do first?

Q4. One customer represents 35% of your territory revenue. You hear a competitor has begun meeting their senior stakeholders. What is the biggest commercial concern?

Q5. You only have capacity to actively pursue one major opportunity this month. Each option has a different revenue, timing, margin and risk profile. Which do you prioritise?

Q6. You inherit 100 new customer accounts with limited notes, mixed spend levels and unknown potential. Which factor should guide your first prioritisation pass?

Q7. A customer asks for a 20% discount before they will place an order. You have not yet confirmed whether the issue is budget, value, competitor pricing, urgency or internal approval. What is your first response?

Q8. A prospect tells you a competitor is 15% cheaper and they are leaning that way. You know price is the stated issue, but not whether it is the only decision factor. What do you do first?

Q9. Your company asks you to open a new market segment where you have limited history, no existing relationships and unclear buyer priorities. What information is most valuable first?

Q10. Your territory grew 20% last year, but the growth came from a mix of repeat customers, new accounts and one large project. What should you focus on next?

Q11. Your monthly forecast is regularly wrong, even though your CRM is updated and activity levels appear strong. What do you review first?

Q12. A customer who previously spent $500k annually has not purchased for 12 months. You do not yet know whether the issue is lost share, changed demand, service problems or budget. What do you do first?

Q13. A customer currently spends $100k annually with you, but you suspect they buy related products or services elsewhere. Before asking for more business, where do you look first?

Q14. A prospect chooses a competitor after several meetings. You have invested time, prepared a proposal and believed the opportunity was qualified. What do you do first?

Q15. Your territory doubles overnight after a restructure. You now have more accounts, more geography and more opportunity than you can manage personally. What do you do first?

Q16. A new product is released into your portfolio. It has good margin but the ideal customer profile and use cases are not yet proven in your territory. What do you do first?

Q17. A major customer calls frustrated about a service issue that could affect future orders. You do not personally control operations, but you own the commercial relationship. What is your first response?

Q18. You have 12 open opportunities but only enough time to actively work on five this month. Some are large, some are urgent, and some are strategically important. What do you review first?

Q19. Your market declines by 30% and several customers reduce spending. Your target has not changed. What do you focus on?

Q20. The CEO asks why the business should keep investing in your territory instead of reallocating resources elsewhere. What evidence do you present?

Q21. You arrive at work and your calendar is unexpectedly clear. Existing customers are up to date, no meetings are booked and there are no urgent service issues. What do you do first?

Q22. You have spent three weeks prospecting heavily with low response rates and few quality conversations. What do you do first?

Q23. A customer requested a quote two weeks ago. They have not responded to your email or phone message. What do you do?

Q24. You have 15 overdue follow-ups, 5 customer meetings, 3 large opportunities and 2 prospecting appointments. How do you prioritise your day?

Q25. You are travelling to visit a customer who has growth potential but limited recent engagement. How do you prepare?

Q26. You finish a customer meeting where next steps, objections and buying signals were discussed. When do you update your CRM?

Q27. A new enquiry comes in from a company that appears to fit your ideal customer profile, but you do not yet understand need, budget, timing or decision process. What do you do first?

Q28. It is Monday morning and you have a full week ahead with customer meetings, prospecting tasks and open opportunities. How do you start?

Q29. One customer has increased spend every year for five years, but you have never mapped their full business or future plans. What do you do?

Q30. A customer cancels a planned appointment with short notice. You now have a gap in the day and are already in the area. What do you do?

Q31. A new manager introduces a different sales process, including new qualification rules and CRM expectations. What do you do?

Q32. A customer’s spend has declined by 30% over six months. You do not know whether it is due to reduced demand, competitor activity, service issues or changed priorities. What do you do first?

Q33. A customer is frustrated about repeated service issues and is questioning whether to keep buying from you. What do you do?

Q34. In an opportunity, the end user likes your solution, procurement wants the lowest price and the manager is worried about implementation risk. What do you do next?

Q35. A customer asks a technical question you cannot answer confidently. The answer could influence whether they proceed. What do you do?

Q36. You are ahead of target with one week remaining in the month. You still have future pipeline to build and customers to manage. What do you focus on?

Q37. You identify a market segment your company has never targeted. It appears attractive, but there is limited internal knowledge. What do you do?

Q38. You learn a competitor is actively targeting several of your customers with a new offer. What do you do first?

Q39. You are offered sales training during a busy period. The training may improve skills but will take time away from activity. What do you do?

Q40. A customer asks for a 15% discount, but you only have authority to offer 5%. The deal is important, but margin matters. What do you do first?

Q41. You are 30% behind target with two months remaining. Activity is high, but results are not converting fast enough. What do you do first?

Q42. Your largest customer unexpectedly leaves. The loss creates a revenue gap and raises questions about retention risk. What do you focus on first?

Q43. A new salesperson joins the business and quickly outperforms you in a similar market. What do you do?

Q44. A prospect rejects your proposal after a competitive process. The opportunity looked strong but did not close. What do you do?

Q45. Management increases your target by 25% because the territory has growth potential. What is your first reaction?

Q46. A new competitor enters your market with strong marketing and aggressive pricing. What do you do first?

Q47. You are approaching month end and need several sales to hit target. Some deals are close, others are early stage. What do you focus on?

Q48. You miss target for two consecutive quarters. You believe market conditions are harder, but there may also be issues in your activity, conversion or pipeline quality. What do you do first?

Q49. The top salesperson leaves the company and several customers ask what it means for them. What is your reaction?

Q50. A $500,000 opportunity is lost after six months of work. Several internal people expected it to close. What do you do first?

Q51. Management offers you a difficult territory with poor recent performance but high growth potential if rebuilt properly. What is your reaction?

Q52. Demand drops significantly across your industry and customers delay decisions. What do you do first?

Q53. A customer pushes back heavily on price during a negotiation. They are engaged, but they are questioning value and affordability. What do you do first?

Q54. Operations issues are impacting customers and threatening future sales. You do not control operations, but customers see you as the relationship owner. What do you do?

Q55. You hit target early in the month. There are still future opportunities, customers needing follow-up and pipeline gaps next month. What do you do?

Q56. You are asked to mentor a junior salesperson while still carrying your own target. What do you do?

Q57. A customer becomes difficult to deal with, pushes boundaries and creates pressure on your team. They still have commercial value. What do you do first?

Q58. Your company introduces new technology that changes the sales process and reporting expectations. What do you do?

Q59. Your sales team misses target. Several people blame market conditions, but activity, qualification and conversion all look inconsistent. What do you focus on first?

Q60. The CEO asks why more resources should be invested in your territory for next year. What do you present?

Q61. Which option best reflects your total sales experience so far?

Q62. Across your sales career, how many different sales employers have you worked for?

Q63. Across your sales career, how many distinct sales roles have you held?

Q64. What is the longest continuous period you have spent in one sales role?

Q65. How long have you been in your current role?

Q66. How long did you stay in your previous role?

Q67. How long did you stay in the role before your previous role?

Q68. How many formal promotions or step-up moves have you received during your sales career?

Q69. What is the highest level of people leadership or mentoring you have held in sales?

Q70. If you considered a new sales opportunity, what would be the strongest reason?

Q71. In your current role, which issue would most likely make you seriously consider moving?

Q72. Looking back at your previous role, what was the main reason you moved on?

Q73. Which motivation most consistently drives your sales performance?

Q74. Which type of sales role would you most enjoy and perform best in today?

Q75. Where would you ideally like your sales career to be in five years?