# B2B Sales Process Audit

Use this checklist to review the path from first contact to a signed decision. Mark each item **Yes**, **No**, or **Needs work**. Review it with the people who handle sales and use the gaps to agree on the next improvements.

## Targeting and pipeline

- [ ] We have a written ideal customer profile.
- [ ] Our target accounts match the industries and company sizes we can serve well.
- [ ] We can explain why each active opportunity is a fit.
- [ ] Every opportunity has a named owner and next step.
- [ ] Pipeline stages have clear entry and exit criteria.
- [ ] We review stale and disqualified opportunities regularly.

## First contact and discovery

- [ ] Outreach is relevant to the company and recipient.
- [ ] Our first message clearly identifies who is contacting them and why.
- [ ] We record replies and opt-out requests promptly.
- [ ] Discovery questions uncover the business problem and its impact.
- [ ] We understand the decision process, stakeholders, and timing.
- [ ] We confirm whether our service is a fit before proposing it.

## Presentation and follow-up

- [ ] Proposals connect the requested work to the buyer's stated problem.
- [ ] Scope, deliverables, assumptions, and responsibilities are clear.
- [ ] Every meeting ends with an agreed next step and date.
- [ ] Follow-up has an owner, timing, and useful reason to reconnect.
- [ ] Objections and unanswered questions are recorded and resolved.
- [ ] We close or disqualify opportunities instead of leaving them indefinitely open.

## Management and improvement

- [ ] We track conversion between stages, not just total lead volume.
- [ ] Forecasts use documented evidence from active opportunities.
- [ ] Calls and proposals are reviewed for coaching and process improvements.
- [ ] Marketing and sales use consistent positioning and proof points.
- [ ] We protect customer and prospect data and honor opt-out requests.
- [ ] We review results regularly and make specific changes based on evidence.

## Turn the audit into action

Choose the three gaps with the greatest effect on qualified revenue. For each, assign one owner, a measurable outcome, and a review date. Avoid changing several parts of the process at once; make the change, observe the result, and adjust.