Solution
Increasing revenue structurally
Growth does not come from more opportunities alone. It comes from a sales cycle where losses are identified, understood and corrected.
- Analysis of where deals are actually lost
- Volume and conversion addressed together
- Greater order book predictability
Why this challenge exists
Many companies ask for more opportunities when the problem lies in converting the ones they already have.
When a director sees revenue stagnate, the first reaction is to ask for more contacts. Yet if the conversion rate is low, adding volume mainly amplifies unconverted workload.
Analysing the cycle first — from initial enquiry to decision — almost always reveals losses concentrated in two or three specific stages: response time, quality of proposals, or the absence of structured follow-up.
- 01
No measurement of the cycle
Without stage-by-stage tracking, it is impossible to know where deals are lost.
- 02
Undifferentiated proposals
A proposal centred on price invites the client to compare on price alone.
- 03
Abandoned follow-ups
Most decisions come after several exchanges, rarely after the first.
The difficulties we encounter most often
An unpredictable order book
Future activity is visible only weeks ahead, which prevents calm planning.
An unknown conversion rate
Lost deals are never set against the number of enquiries received.
Systematic discounting
Negotiation moves straight to price for lack of any other constructed argument.
Poorly allocated commercial time
Effort goes as much to improbable deals as to mature ones.
How ADVERTCIX approaches this
We reconstruct the real sales cycle from your deals of recent months, won and lost, in order to locate the losses precisely rather than assume them.
Actions are then ranked by expected effect: in some cases improving response time produces more than doubling the volume of incoming opportunities.
Analysis before action
No lever is activated before the losses have been located in the cycle.
Prioritisation by effect
Corrections are ranked by estimated impact and implementation cost.
Continuous measurement
Indicators are defined with you and tracked stage by stage.
How the engagement runs
- 01
Reconstruction
Reviewing recent deals, both won and lost.
- 02
Location
Identifying the stages where losses concentrate.
- 03
Ranking
Ordering levers by expected effect and feasibility.
- 04
Correction
Implementing adjustments to the process and the proposals.
- 05
Feeding
Increasing volume once conversion has stabilised.
- 06
Steering
Tracking indicators and reviewing priorities periodically.
Order matters: adding volume before fixing conversion amplifies the losses.
Services involved in this solution
Common mistakes we work to avoid
Adding volume too early
A faulty cycle turns new opportunities into additional workload.
Discounting by default
A discount settles today's deal and weakens the margin on the next ones.
Not analysing losses
An undocumented lost deal produces no learning at all.
Multiplying indicators
An overloaded dashboard stops being read and stops guiding decisions.
What you obtain
A reading of the cycle
You know where and why deals are lost.
Improved conversion
The same volume of opportunities produces more signed work.
A defended margin
The discussion gradually moves beyond price alone.
A clearer order book
Planning rests on evidenced forecasts.
Sectors where this solution applies
Main contractors
High enquiry volumes with a poorly measured win rate.
Finishing trades
Strong price pressure and short decision cycles.
Suppliers
Repeat orders that depend on relationship quality.
Technical providers
Complex offers requiring structured argument.
Frequently asked questions
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Related solutions
- Generate qualified leads
To feed the cycle once conversion has been corrected.
- Outsource prospecting
To maintain a steady flow without an immediate hire.
Related services
- Strategic consulting
The central service in this solution.
- Contact centre
Handling follow-ups and incoming enquiries.
Let's start by analysing the deals you lost
They are what most quickly indicate where to act first.