Sales Acceleration for PE-Backed Firms: The Formula That Works
Revenue growth for PE-backed teams is simply harder to achieve today. Here are the main reasons why:
1.) Sales teams are underperforming – According to Forbes, 55% of B2B sales teams lack fundamental selling skills, leading to missed revenue opportunities.
2.) Buyers are more informed – Customers conduct extensive research before engaging with sales teams, reducing the influence of traditional sales tactics.
3.) Customer acquisition costs are soaring – Over the last five years, the cost of acquiring new customers has increased by 60%.
4.) Growth efforts lack structure – Many companies still operate with an ad-hoc approach, playing “sales and marketing bingo” rather than following a systematic framework.
5.) Buyers are more risk-averse now – With so much online information and so many choices, buyers feel overloaded and view the status quo or inaction as less risky to their careers. There is little urgency to change.
PE-backed portfolio companies facing intense growth pressures can’t afford to waste time—they need rapid results. Traditionally, these firms have relied heavily on acquisitions to scale, but rising customer acquisition costs are putting pressure on EBITDA, making organic sales growth more critical than ever.
To drive real impact, companies must craft and deliver messaging that creates urgency—compelling customers to act now, not later. But the market demands more than just urgency; it requires a structured approach to organic sales growth.
That’s where the Results Formula (also known as the Sales Velocity Formula) comes in:
I’ve repeatedly seen how this simple yet structured approach helps portfolio companies boost their sales win rates and achieve sustainable revenue growth. In this blog, I’ll focus on four actionable ways to improve the Sales Win Rate within this equation.
4 Ways to Increase Sales Win Rate with Industry Examples
1.) Healthcare: Clarifying ICP for Improved Sales Efficiency
What they did:
- Clarified Ideal Customer Market Verticals: The company refined its ICP by focusing on specialized clinics (e.g., cardiology and oncology) likely to benefit most from their technology. This vertical had more specific needs and a higher likelihood of adopting innovative solutions to improve patient care.
- Marketing Channel Sources: They analyzed which marketing channels brought in the highest-quality leads and found that industry-specific conferences and targeted online ads were far more effective than general healthcare marketing channels. They shifted resources to focus on these high-conversion touchpoints.
- Firmographic and Behavioral Data: By using firmographic data (e.g., company size, revenue, and specialties) and behavioral data (e.g., how often the company interacted with their content), they identified which prospects were the best fit. For example, larger specialty practices with higher patient volumes were more inclined to invest in their solution.
2.) SaaS: Clearly Defining Lead Qualification & Disqualification Criteria
What they did:
- Budget and Readiness to Buy: The company implemented a system to qualify leads based on whether they had the budget for the software and were actively looking to invest in a solution. They began asking questions early in the sales process to determine whether a prospect had allocated funds for a new project management tool and was actively evaluating options.
- Decision-Making Authority: They introduced criteria to ensure they spoke with the decision-makers. If a lead didn’t have direct authority to make a purchasing decision or wasn’t in a position to influence the buying process, the lead was disqualified early. This prevented wasting time with leads who would not result in sales.
- Alignment with Ideal Customer Needs: By refining their ICP, they ensured that only leads who clearly needed their specific solution were qualified. This was achieved through a series of questions designed to understand the prospect’s pain points, team size, and the specific problems they were trying to solve.
3.) Manufacturing: Updating Sales Team Training & Coaching
What they did:
- Continuous Training to Reinforce Key Sales Skills: The company introduced monthly sales training sessions to ensure the sales team stayed sharp. These sessions covered everything from basic product knowledge to advanced selling techniques, like consultative selling and handling complex negotiations. This helped reps refine their ability to engage with prospects and deliver a more compelling value proposition.
- Hands-On Coaching to Improve Objection Handling and Deal Closing: Besides formal training, the company implemented one-on-one coaching for reps to work through real-world objections they encountered in the field. Sales leaders shadowed sales calls and offered immediate feedback, which helped reps refine their pitch, overcome objections effectively, and position the company as a trusted partner.
- Leverage Digital Tools to Enhance Sales Enablement: The company adopted a sales enablement platform to provide their team easy access to up-to-date product information, case studies, and tailored content for different buyer personas. Reps could instantly access resources to answer technical questions and better tailor their approach to each prospect’s needs.
4.) Energy: Using Team Selling & Subject Matter Experts (SMEs)
What They Did:
- Showcase Deep Industry Knowledge: The company implemented a team-selling approach by pairing sales reps with subject matter experts (SMEs) from their engineering and technical departments. These experts would join sales calls and meetings, providing in-depth knowledge about the products’ technical benefits, energy efficiency, and sustainability impacts. This combination of sales and technical expertise allowed the company to position itself as a true thought leader in the energy space.
- Improve Customer Confidence in Your Solution: By including SMEs in the sales process, the company demonstrated that it wasn’t just selling a product; it was offering a carefully engineered solution tailored to each client’s specific needs. The SMEs addressed concerns about implementation, regulatory compliance, and operational efficiency, which helped build trust and credibility with decision-makers who valued expert opinions.
- Drive Higher Close Rates by Positioning Your Company as a Trusted Advisor: With the sales team and SMEs working in tandem, they could offer customized solutions and answer complex questions that typical sales reps might not be able to handle. This collaborative approach led to higher close rates and shortened the sales cycle as clients felt more confident in the company’s ability to deliver on its promises.
Moving From Strategy to Action with Craig Group
PE-backed portfolio companies can no longer afford to take a reactive, or intuitive approach to growth. To drive organic sales growth, they must use a structured framework.
As we’ve seen in these industry-specific examples, implementing targeted strategies such as refining your Ideal Customer Profile, clearly defining lead qualification criteria, enhancing sales team training, and utilizing team selling with subject matter experts can dramatically improve sales win rates and accelerate organic revenue growth.
At Craig Group, that’s what we do. Help our clients transition from strategy to action, ensuring they stay ahead of the curve. What can we do to drive your success? Time to find out.
Craig Group Partner Brian Gustason writes about PE revenue growth on LinkedIn.
