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Ask three of your reps which accounts to chase and you get three answers. Each applies a private definition, and the pipeline fills with business nobody would have chosen on paper.
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There is no shortage of opportunities, yet win rates and cycle times disappoint. Much of the pipeline never looked like your best wins in the first place.
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The product is real and the interest is real, but the team pursues anyone who shows curiosity. Pilots and exploratory conversations consume capacity without moving toward a decision.
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Wrong-fit pursuit typically takes 10 to 15% of sales capacity, the accounts churn faster than the ones you were built to serve, and the extra service load compounds both. The definition that would have stopped it lives in people's heads, so it never gets applied when a live deal needs a decision.
That comes from $54 billion of pipeline across 4.2 million opportunities. Five deals in six never looked like the company's best customers in the first place, yet there they sat in the pipeline. Ask three sellers which accounts to pursue and you get three answers, and it quietly fills with business nobody would have chosen on paper.
Everyone nods at the ideal customer in the room, a sector, a size range, a shared sense of fit. The agreement holds only until the next deal, where each seller applies a private version of it.
The ideal customer lives in people's heads rather than on a page. A definition no one wrote down is a definition that does not exist when a live deal needs a decision.
Wrong-fit business consumes the company twice, once to win it and again to serve it. Winning it grinds slower and leans on discounts, and keeping it brings heavier service and faster churn.
With no written disqualifiers, the team chases anyone who shows interest. Capacity flows toward curiosity instead of toward the accounts actually worth winning.
We score last quarter's pipeline against the profile of your ten best customers, using your own won-loss and profitability evidence. The share that matches is your starting point. The share that does not is the work this sprint exists to do.
We turn that evidence into a one-page ICP with its proof set, a written walk-away list, a fit score for live deals, and shared pursuit rules. Three sellers move from three answers to one.
Your team owns the definition and runs it. We install the fit test in the live pipeline and set up exclusion reporting, so declined business is tracked with the same status as wins.
A precise definition of your ideal customer, grounded in your own won-loss and profitability evidence rather than workshop opinion.
Explicit disqualifiers, written down, that give the organization permission to say no before a deal consumes capacity.
A scoring discipline applied to live deals, with shared criteria for decisive pursuit, so three sellers give one answer.
Declined business tracked with the same status as wins, so the focus holds long after the sprint ends.
The 2-minute diagnostic maps your company against all twelve sprints and shows where Buyer Precision fits in your priorities.
Family-owned trading company — €100M+ revenue, 646 commercial partners worldwide.
A family-owned trading company had crossed €100 million after three years of fast growth, serving 646 partners worldwide, every one at the same service level. When the portfolio was decomposed, 94 customers, 15% of the base, delivered 82% of revenue and 79% of margin. The other 552 delivered 21% of margin while generating more than 70% of all quality problems, and the company was spending more every year to serve a shrinking, loss-generating tail. Buyer Precision named the 94 to protect and the tail to walk away from.
of revenue and 79% of margin came from just 15% of the customer base. The other 85% delivered 21% of margin and over 70% of all quality problems.
higher win rates at ICP-focused companies, which also earn 40% more marketing-sourced revenue and close 28% higher contract values. Precision compounds across the funnel.
is how often sales and marketing target the same accounts, even though 82% of executives believe the two are aligned. A shared definition closes that gap.
With your ideal customer defined, this sprint builds the value case that makes that buyer choose you over doing nothing.
Sales Process takes your pursuit rules and fit test and enforces them deal by deal, so qualified opportunities advance on evidence.
The next step is a 30-minute conversation where we assess whether Buyer Precision is the right starting point for your business.
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