Sales consulting for B2B companies

A sales consultant examines where revenue is lost in the process: target clients, the reason to call when reaching out, how conversations are run, follow-up and metrics. At DEALMAKERS this work does not stop at slides. The consulting is done by people who do B2B prospecting themselves. That is why recommendations are worded so that a team can test them on the next working day.

The costs depend on the scope, the people involved and the level of support you want. A clearly defined audit is agreed as a package; workshops and implementation support follow a day-rate model. What matters is not the number of slides, but whether conversations, CRM data and leadership are actually included. Before the start, we agree which results you will receive.

A compact audit is divided into preparation, review and a results meeting. Preparation usually takes a few working days for data, documents and appointments. The actual review and analysis follow shortly afterwards; the exact schedule depends on the number of conversations and how accessible the data is. The first corrections you can act on do not wait for a final report.

Consulting first clarifies what the problem is and changes the target state, the process and sales management. Training practises a specific skill, such as opening a conversation, needs analysis or handling objections. If the list is random or nobody follows up properly, training alone is not enough. If process and prioritisation are right but conversations break off, B2B sales training is often the more suitable measure.

If you simply lack time for research, outreach and follow-up, you need capacity. Then sales outsourcing makes more sense than an analysis. If the existing team lacks the skill for certain conversation situations, training helps. Consulting is the right fit when it is unclear why the pipeline is stalling or why an existing approach is not producing reliable results.

At a minimum, new target clients, contacts reached, qualified conversations, agreed next steps, meetings, proposals and orders won should be visible. Just as important are the times between the steps and the reason for lost opportunities. The metrics must be readable by segment and source; an overall figure often hides where the process actually breaks.

Yes, as long as the CRM makes the necessary data accessible. We do not check whether a particular system sounds modern, but whether target clients, contacts, activities, next steps and reasons for loss are recorded in a way that can be followed. Your existing system stays in place. If fields or views are missing, we describe specifically what should be added and why.

Then it is raised early, not hidden in the final report. We clarify whether the problem lies in a lack of time, unclear responsibility, missing skills or a requirement that makes no sense to the team. The implementation is broken down into small steps that can be checked. If leadership does not stay on it, no consulting can create a lasting effect; that is part of an honest assessment too.

Our sales consulting is designed for companies with a sales team of three or more people. Then there is enough recurring sales work to improve a process, and the effect is spread across several people. For smaller teams, B2B sales training or telephone training (from two people) is usually the more economical way in; founders who sell themselves are best off taking part together with their team. For solo sellers we first recommend our guides (in German), and if the business model is still open, the offer and the market need to be clarified first.

Before the implementation, we record the starting point: process times, conversation quality, handovers and the metrics per stage. After that, we check at an agreed rhythm whether the new rules are actually being used and whether the selected values are changing. A single won opportunity proves little; a clean, repeatable process shows the effect.

Yes. We can support the implementation with your team, join conversations, test follow-up sequences and adjust sales management. If, on the other hand, you lack prospecting capacity for the long term, we take on that work as part of sales outsourcing. That is the difference from pure consulting: we do not recommend any measure that we would not stand behind ourselves in sales.

Yes. Your CRM stays as it is. We add which companies have something going on right now and check the most important hits by hand. That way, your team can also assess companies that are not yet in the CRM, without giving up the way it works today.

The difference is not in the name, but in who talks to the market after the analysis. A classic management consultancy delivers analysis, target state and action plan and hands the implementation over to your team. With us, the same people who write the plan also run the first weeks themselves – with real target clients and a real reason to call. That shows straight away whether a recommendation holds up day to day or only works on paper.

Whenever the question is bigger than sales: pricing and portfolio logic, a reorganisation across several departments, succession, acquisitions or the spin-off of parts of the business. That calls for a breadth and experience we do not claim to have. We say so in the first call and do not turn it into a sales project.