About the Overall Sales Effectiveness Assessment

The 50-question Overall Sales Effectiveness (OSE) Assessment is designed to help CEOs, business owners, and sales leaders understand how effectively their sales organization is performing and identify opportunities for improvement.

The assessment evaluates seven critical areas of sales effectiveness: sales results, forecasting, pipeline management, sales activities, coaching and continuous improvement, CRM adoption and data hygiene, and documented sales processes.

Your responses are evaluated using a weighted scoring model that produces an Overall Sales Effectiveness Score of 0–100. The information provided in the Company Profile section allows us to tailor the relative importance of various performance factors based on your company’s industry, market maturity, revenue model, sales cycle, and other business characteristics. This helps identify the strengths, weaknesses, and improvement priorities most relevant to your organization.

Upon completion, you will receive a confidential, executive-level assessment highlighting where your sales organization stands today, along with actionable recommendations for improving sales effectiveness, increasing revenue predictability, and maximizing the return on your sales and marketing investments.

Note: This assessment reflects your responses and perceptions of your organization’s sales effectiveness. It is not an independent measurement of actual sales performance. Actual performance can be measured and evaluated using Salez1™ and your company’s CRM data.

Overall Sales Effectiveness Assessment

Overall Sales Effectiveness (OSE)™ Assessment – 50 Questions

Company Profile

SECTION 1 — SALES RESULTS & PLAN ATTAINMENT (7 Questions | 20 Maximum Points)

1. Our actual year-to-date sales consistently meet or exceed our year-to-date sales plan. (Weight: 4 points | Value / People)
2. We can immediately identify which sales representatives and managers are above or below their assigned sales plans. (Weight: 3 points | Value / Process)
3. We have clearly defined annual, quarterly, and monthly sales goals for every appropriate level of our sales organization. (Weight: 3 points | Value / Process)
4. Our sales representatives understand their individual quotas and their progress toward achieving them. (Weight: 2 points | Value / People)
5. Sales management consistently prioritizes coaching and management attention toward individuals with the largest performance gaps. (Weight: 3 points | Value / People)
6. We can accurately measure sales performance by new business, renewals, expansion, and other relevant revenue categories. (Weight: 2 points | Value / Process)
7. Our sales managers take timely corrective action when representatives fall behind their sales plans. (Weight: 3 points | Value / People)

SECTION 2 — FORECASTING & REVENUE PREDICTABILITY (7 Questions | 15 Maximum Points)

8. Our committed sales forecast is sufficient to achieve our remaining sales plan, or we have a documented recovery plan. (Weight: 3 points | Value / Process)
9. We consistently evaluate whether Commit, Probable, and Best Case opportunities can achieve our sales goals. (Weight: 2 points | Value / Process)
10. Our sales representatives accurately predict which opportunities will close during the forecast period. (Weight: 3 points | Value / People)
11. Our sales representatives accurately predict the dollar value of committed opportunities. (Weight: 2 points | Value / People)
12. Our sales representatives accurately predict opportunity closing dates. (Weight: 2 points | Throughput / People)
13. Sales management regularly reviews forecast changes, including opportunities that slip into future periods. (Weight: 2 points | Throughput / Process)
14. We measure forecast accuracy for individual representatives, managers, and the overall organization. (Weight: 1 point | Value / Process)

SECTION 3 — PIPELINE HEALTH & SUFFICIENCY (8 Questions | 15 Maximum Points)

15. Based on our historical win rate, our qualified sales pipeline contains sufficient expected revenue to achieve our remaining sales plan. (Weight: 3 points | Volume / Process)
16. We regularly calculate expected pipeline revenue using pipeline value and historical win rates. (Weight: 2 points | Volume / Process)
17. We maintain appropriate pipeline coverage targets for the organization, managers, and representatives. (Weight: 2 points | Volume / Process)
18. We consistently generate enough new qualified opportunities to replace opportunities that close or are lost. (Weight: 2 points | Volume / People)
19. Our pipeline contains an appropriate distribution of opportunities across sales stages. (Weight: 2 points | Volume / Process)
20. We can identify opportunities that are stale, past due, or have remained too long in a sales stage. (Weight: 1 point | Throughput / Process)
21. Sales representatives consistently advance qualified opportunities through our defined sales process. (Weight: 2 points | Throughput / People)
22. Our sales managers actively address opportunities with unrealistic closing dates or insufficient progress. (Weight: 1 point | Throughput / Process)

SECTION 4 — SALES ACTIVITIES & EXECUTION (6 Questions | 10 Maximum Points)

23. Our sales representatives consistently perform enough external customer-facing activities to support their sales goals. (Weight: 2 points | Volume / People)
24. We separately measure external customer-facing activities and internal administrative activities. (Weight: 2 points | Volume / Process)
25. We have established appropriate activity goals for calls, emails, meetings, and other relevant activities. (Weight: 2 points | Volume / Process)
26. Sales managers compare representative activity levels against relevant peer groups. (Weight: 1 point | Volume / People)
27. We regularly analyze whether external sales activities are generating new qualified opportunities. (Weight: 2 points | Volume / Process)
28. Our representatives consistently communicate a compelling business value proposition to prospects and customers. (Weight: 1 point | Value / People)

SECTION 5 — COACHING & CONTINUOUS IMPROVEMENT (7 Questions | 10 Maximum Points)

29. Our sales managers regularly conduct structured, KPI-based coaching sessions with representatives. (Weight: 2 points | Throughput / People)
30. We compare each representative’s current KPIs against their own performance in prior equivalent periods. (Weight: 2 points | Throughput / People)
31. We compare representative performance against relevant peer groups within our sales organization. (Weight: 1 point | Throughput / People)
32. Our coaching recommendations address specific performance gaps rather than relying on general sales advice. (Weight: 2 points | Throughput / People)
33. We establish measurable improvement goals following coaching discussions. (Weight: 1 point | Throughput / People)
34. We monitor whether representatives improve their KPIs following coaching interventions. (Weight: 1 point | Throughput / People)
35. Continuous improvement is an established part of our sales management operating process. (Weight: 1 point | Throughput / Process)

SECTION 6 — CRM ADOPTION & DATA HYGIENE (7 Questions | 15 Maximum Points)

36. Our company has implemented a CRM system that is actively used to manage sales opportunities. (Weight: 3 points | Volume / Tools)
37. Our sales representatives consistently use the CRM as their primary system for managing sales opportunities and customer interactions. (Weight: 3 points | Volume / Tools)
38. Sales managers and executives rely on CRM information to manage pipeline, forecasts, and sales performance. (Weight: 2 points | Value / Tools)
39. Opportunity records consistently contain accurate sales stages, dollar values, and expected close dates. (Weight: 2 points | Throughput / Tools)
40. Sales representatives regularly update their opportunities, activities, and forecast information in the CRM. (Weight: 2 points | Volume / Tools)
41. We have established CRM data hygiene standards and consistently enforce them. (Weight: 2 points | Throughput / Tools)
42. Our CRM provides management with reliable information without requiring separate spreadsheets or manual reporting. (Weight: 1 point | Value / Tools)

SECTION 7 — DOCUMENTED SALES PROCESSES (8 Questions | 15 Maximum Points)

43. Our organization has a documented opportunity management process that defines each sales stage and the criteria required to advance opportunities. (Weight: 3 points | Throughput / Process)
44. Our opportunity management process is configured within our CRM and consistently followed by sales representatives. (Weight: 3 points | Throughput / Process)
45. Our organization has a documented forecasting process with clearly defined Commit, Probable, and Best Case criteria. (Weight: 2 points | Value / Process)
46. Our forecasting process is implemented within our CRM and consistently followed by sales representatives and managers. (Weight: 2 points | Value / Process)
47. Our organization has a documented pipeline management process that defines qualification, pipeline coverage, and opportunity review requirements. (Weight: 2 points | Volume / Process)
48. Our pipeline management process is supported by CRM workflows, dashboards, and reporting. (Weight: 1 point | Volume / Process)
49. Sales managers consistently conduct structured pipeline and forecast reviews using established sales processes. (Weight: 1 point | Throughput / Process)
50. We regularly evaluate and improve our documented sales processes based on actual KPI results. (Weight: 1 point | Throughput / Process)

Enabling Sales helps B2B CEOs and sales leaders achieve Overall Sales Effectiveness through aligned execution, top-down KPIs, coaching, and sales leadership tools.

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