In our work with mid-market Private Equity funds in North America, we come across very successful founder-led businesses. They have grown to a size and scale that produces significant profit. They are sustainable and the founders know how to manage through the ups and downs of business cycles. But the new owners have a different objective, which is for the business to be worth more in five years than today, and for that to happen sales have to grow significantly.

Growth plans frequently involve expanding into new market segments, new service or product categories, or new regions. Executing that growth, or even continuing to grow in the existing segments, hinges on a repeatable and scalable sales model. Very often, sales success has been driven by a combination of a charismatic leader, a great product or service, and some revered key relationships. While the sales process has been successful it may not be specific, documented, or measured. And if it relies on a couple of star performers, it is also probably not scalable. This all implies risk for a new owner who needs sales growth to continue at its current clip, if not much more. With the eventual exit of the founder as an additional risk, working on the sales process becomes a priority.

We have worked on B2B Sales effectiveness in many settings and industries. We have summarized recurring findings and key elements of our approach. We hope you find it helpful.