Follow the customer promise through the whole system.
Open each process area to see its purpose, control points, failure risks and useful evidence. The flow continues into outcomes and organisational learning.
Direction & ownership
Align the sales process with context, customer value and business objectives.
- Control
- Process owner; defined scope and interfaces; measurable objectives; governance cadence.
- Typical risk
- Unclear accountability; conflicting targets; local optimisation; unmanaged process changes.
- Evidence
- Customer and market context review; process charter; objective register; management review.
Market & qualification
Invest effort where customer fit, value, feasibility and strategic relevance are credible.
- Control
- Qualification criteria; decision authority; documented rationale; revisit triggers.
- Typical risk
- Pipeline inflation; wasted pursuit effort; biased decisions; opportunities accepted without capacity.
- Evidence
- Ideal-customer criteria; opportunity scorecard; bid/no-bid review; disqualification reasons.
Customer requirements
Develop a shared, testable understanding before recommending or promising.
- Control
- Known stakeholders; confirmed needs; assumptions separated from facts; controlled changes.
- Typical risk
- Solution-first selling; hidden decision criteria; conflicting needs; incomplete regulatory or delivery obligations.
- Evidence
- Discovery record; requirement confirmation; stakeholder map; change log.
Solution & feasibility
Design a response that can create the intended outcome within real constraints.
- Control
- Cross-functional feasibility; alternatives considered; assumptions tested; dependencies visible.
- Typical risk
- Over-customisation; unsupported claims; missed dependencies; solution not aligned to intended use.
- Evidence
- Solution review; feasibility checklist; assumptions register; validation evidence.
Offer & commitment
Release offers and promises only after proportionate review and approval.
- Control
- Consistent offer baseline; scope and exclusions clear; authority applied; exceptions controlled.
- Typical risk
- Margin leakage; ambiguous scope; contradictory terms; unauthorised commitments.
- Evidence
- Offer review; approval matrix; exception record; final commitment baseline.
Contract & handover
Transfer the accepted promise into complete, usable delivery information.
- Control
- Requirements reconciled; changes traceable; owners aligned; receiver confirms readiness.
- Typical risk
- Sales-delivery gaps; rework; delayed start; customer asked to repeat information.
- Evidence
- Handover pack; contract summary; open-point log; readiness confirmation.
Outcome & feedback
Verify fulfilment, customer perception and commercial result—not activity alone.
- Control
- Expected outcomes defined; feedback captured; complaints linked; value and margin reviewed.
- Typical risk
- Success assumed at signature; leading indicators only; feedback isolated from process owners.
- Evidence
- Outcome review; customer feedback; complaint linkage; benefit and margin analysis.
Learning & improvement
Convert evidence from variation, losses and failures into sustained system change.
- Control
- Causes investigated; actions owned; effects verified; learning shared and standardised.
- Typical risk
- Blame replaces learning; recurring errors; actions closed without proof; playbooks grow but behaviour does not change.
- Evidence
- Win/loss review; deviation log; root-cause analysis; improvement experiment.