CEO | BU-Head

When revenue is there, but it’s unclear
where commercial performance leaks away.

Which segments, channels, regions and customer groups carry profitable growth — and where does your business model lose margin, focus or speed?

For CEOs and BU-Heads who treat commercial performance not as a sales topic but as a management question: where does profitable growth arise — and where is it lost in the system?

Independent commercial diagnosis

Performance leaks made visible

Decision basis for focus, resources and levers

How to tell this decision is still open

Typical symptoms

Revenue, margin and order intake move differently, but the causes stay stuck in function or region debates.
Sales, pricing, product and channel deliver contradictory diagnoses; one shared view of the performance leaks is missing.
The growth agenda is defined, but pipeline, profitability and resources don’t show cleanly where it really holds.

Risk if nothing is decided

Investment and management energy flow into broad programs instead of the few levers with measurable impact on growth, margin and EBIT.
Profitable growth is left on the table because leaks in pricing, mix, channel, coverage or account logic aren’t clearly attributed.
The next commercial initiative starts without a clear stop/go basis.

Decision value

After about six weeks you have an independent view of where commercial performance arises, where it leaks away — and which levers deserve priority.

You then decide not on a sales project, but on the next management levers for profitable growth, resource allocation and EBIT impact.

Commercial Performance Leak Check · 2 / 2

What ends up on your desk

Commercial Performance Heat Map

A structured view of segments, regions, channels, account clusters and product groups — with growth, profitability, pipeline, price/mix effect and performance gap per field.

Leak & Lever Inventory

A quantified inventory of performance leaks and growth levers — pricing, mix, channel, coverage, account logic, pipeline discipline, service/aftermarket — with impact/effort logic.

Management Decision Set

3–5 prioritized leaks and 3–5 prioritized levers with a recommendation: accelerate, correct, stop, solve internally or move into a follow-up program.

Typical runtime

Weeks 1–3

Data base, hypotheses and the management question

Weeks 4–5

Commercial-performance diagnosis

Weeks 6–7

Leak validation, lever assessment, quantification

Week 8

Decision set and management alignment

When it’s especially relevant

Revenue still holds, but margin, EBIT or mix no longer match the growth ambition.
Plan deviations arise without clarity on whether market, sales, pricing, channel or portfolio is the bottleneck.
Board or owners expect a robust commercial view, not more individual opinions from functions and regions.
Resources are tight and the next commercial initiative needs clean prioritization.

If this topic is on your agenda,
our experience helps you reach robust decisions faster.

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