Lead-to-Decision Process
Review the progression from initial customer inquiry through qualification, follow-up, presentation, negotiation, and the final decision. Examine the handoffs and next steps that connect each stage.
Inside Sales Turnarounds
Understand what's holding your sales organization back.
When an inside-sales organization is not performing as expected, the answer is not always more leads, more activity, or another round of generic sales training.
The underlying problem may sit in the process, the progression of opportunities, the way customer conversations are handled, or the systems leadership uses to monitor performance.
O’Connell & Company helps identify those gaps and establish a prioritized improvement roadmap based on the evidence available.
What we examine
The process behind the performance.
The review is shaped by the business, its sales channels and the questions leadership needs answered. We do not assume that every organization should use the same process, benchmarks or conversion rates.
Funnel and Conversion
Examine the available numbers at each stage, identify where opportunities exit or stall, and investigate possible reasons for the observed patterns.
Sales-Cycle Length
Determine where opportunities spend the most time and whether there are identifiable delays, handoffs, or process gaps that merit attention.
Customer Conversations
Review an agreed sample of recordings or transcripts, where authorized, and look for recurring patterns in customer concerns, qualification, objection handling, and next steps.
Management Reporting and Accountability
Examine the metrics leaders rely on, the visibility available into the process, and whether the reported numbers support useful operational decisions.
Sales-Process Consistency
Compare the documented process with available evidence of how opportunities are actually handled.
What the engagement produces
An executive-level assessment with clear priorities.
Deliverables may include:
- A documented overview of the current sales process.
- A summary of relevant performance metrics and observed trends.
- Identification of material process gaps and potential causes.
- Patterns observed in the selected customer conversations.
- A distinction between evidence-backed findings and issues requiring further validation.
- A prioritized roadmap of recommended improvements.
- A leadership briefing presenting findings and next steps.
The precise deliverables are agreed before work begins. Findings depend on the quality and completeness of the available evidence; potential causes are distinguished from directly observed gaps.
From assessment to ongoing support
A defined review or ongoing performance advisory.
Defined engagement
Defined Inside Sales Performance Review
A one-time engagement with an agreed scope, review period, available data, analysis, findings, and executive briefing.
A focused assessment for leadership seeking to understand the current process and decide which improvements to prioritize.
Recurring engagement
Ongoing Commercial Performance Advisory
A recurring engagement to review agreed metrics, monitor performance patterns, assess progress against recommendations, and provide leadership with an independent perspective on emerging issues.
A retainer does not automatically include full implementation, direct management of sales representatives, sales coaching, or unlimited availability.
Scope, responsibilities, review cadence, deliverables and fees are agreed before work begins. Fees depend on scope, size, complexity and data availability. Recommendations and recurring support do not guarantee a specific improvement in conversion, revenue, EBITDA or productivity.
Understand the gaps. Establish the priorities.
Start with the business questions, the sales operation and the information available. We will discuss whether a defined review can provide a useful basis for leadership’s next decisions.