Powered by Robert Mack Consulting12 questions, about 5 minutes. You get an instant result across seven sales fields and your two biggest levers. Powered by Robert Mack Consulting.
Start the checkThis is what your result could look like
See how it looksThe Sales Potential Check is the short self-assessment version of Robert Mack's Vertriebspotenzial-Check, a structured rapid analysis of a company's sales situation. The full version is run by an expert in a personal conversation and rates seven performance areas against the company vision. This online check covers the same seven fields but needs only twelve questions. You answer situations from your everyday work rather than technical terms: what happens when an ill-fitting enquiry comes in, what happens when a competitor is cheaper. The result is a profile across all seven fields plus the two topics where work pays off fastest for you.
Take the test now for freeSeven sales fields at a glance, without a workshop and without preparation.
12 questions, instant result.
The check prioritises for you: where does a weak score coincide with genuine pain?
Score and pain points are combined.
Whether you can hold your price rarely depends on the price. The check shows what it does depend on.
Offering portfolio as its own axis.
Have your team fill in the check too and compare the profiles.
The same link is all you need.
Twelve questions. Eight of them produce 0 to 100 scores for the seven sales fields. One establishes your goals, one your priorities, two are optional free texts. All questions describe everyday situations, no jargon.
Which goals have the highest priority for your company over the next two to three years?
New employees join your company. How do they know what your company stands for and which goals you are pursuing in the coming years?
Distribute 100 percent roughly by feel: where did your revenue come from in the last 12 months?
How do you identify which existing customers still hold additional business potential?
An enquiry comes in that does not really fit – too small, wrong sector, difficult terms. What typically happens?
Thinking of your existing orders, which ones yield the best contribution margins?
How do you win new customers today?
A good customer says: the competitor is 15 percent cheaper. What typically happens?
How is it determined during the year whether sales are on track?
The following numbers I know off the top of my head, or they are up to date and available in a few clicks:
Where does the shoe currently pinch the most?
Thinking of the topic you just gave the most points: how does your biggest sales pain point show up concretely in everyday life? Does it cost revenue, margin, time…?
The sales potential check does not measure how good your sales function is compared to others but how large the gap is between what you want to achieve and what happens today. That gap is the potential. It is assessed across seven performance areas that build on each other: it starts with the company mission and ends with the acquisition model — in that order, because an acquisition model without a strategy simply gets you into the wrong direction faster.
Performance area 1 of 7
The check deliberately does not start with sales but before it. The company mission is the yardstick against which all six remaining areas are measured — without it there is no target state, and without a target state no potential gap. The test question is uncomfortably concrete: new people join the company — how do they learn what you stand for? If the honest answer is “from what colleagues tell them“, the mission exists but is not effective.
There is a mission that goes beyond the website copy
New joiners learn it actively, not incidentally
It works as a decision aid, not only as self-description
The sales team can restate it in its own words
Performance area 2 of 7
A sales strategy shows itself most clearly in what you do not do. The check therefore asks about the no: an enquiry comes in that does not really fit — what typically happens? If it is accepted because revenue is revenue, the strategy exists on paper. If it is declined or passed on, it exists in behaviour.
There are defined target customers and defined non-customers
Unsuitable enquiries are recognised and not automatically accepted
The strategy is known in the sales team, not only in management
It derives from the mission, not from capacity utilisation
Performance area 3 of 7
In the check, sales targets are not measured by how ambitious they are but by whether they make things steerable. An annual revenue target alone steers nothing: it tells nobody what to do this week. Only when a target is translated into activities a person can influence does a number become a leadership instrument.
Targets are broken down to people and time periods
Alongside outcome targets there are influenceable activity targets
Target attainment is visible during the year, not only in December
Performance area 4 of 7
Sales leadership is the area where self-perception and outside perception diverge most. Leaders regularly rate higher here than their teams — and that deviation says more than the individual score. That is why the check is also designed as an outside-perception survey: the same questionnaire, filled in by colleagues, makes the gap visible.
There are regular one-to-ones with sales content, not just status rounds
Development is supported, not merely demanded
Leadership looks at activities, not only at closings
Performance area 5 of 7
The touchstone of this area is price pressure. A competitor is 15 percent cheaper — what typically happens? If the conversation turns to price, the portfolio is interchangeable from the customer's point of view. If it turns to the difference, it is not. Price pressure is therefore rarely a pricing problem and almost always a differentiation problem — which is exactly why this area comes after the strategy, not before it.
The difference from competitors can be stated in one sentence
Sales argues benefit, not specification
Price conversations do not regularly end in a discount
Performance area 6 of 7
This area asks about distribution: how did your revenue split over the last twelve months? The answer exposes two very different risks. A highly concentrated portfolio is dependent — if one customer drops out, the year drops out. A very broad portfolio without focus is expensive, because every customer group needs its own attention. The check does not rate the distribution as such but whether it was chosen deliberately.
The revenue distribution is known, not estimated
Concentration risks are named and assessed
There is a view on which customers should grow
Performance area 7 of 7
Finally the question that is hardest to talk around: how do you win new customers today? If the answer is essentially “through referrals and existing accounts“, that usually works well for years — until it does not, and then very quickly. An acquisition model is not a channel but a repeatable process that produces new customers even when nobody calls of their own accord.
New customers come from a process, not from chance
The process works without the managing director
It is known how many contacts lead to one deal
| Format | Data source | Effort | What it shows |
|---|---|---|---|
| This online check | Your own assessment, 12 questions | 5 minutes, free | Performance factor across seven areas plus the two biggest levers. |
| The same check as outside perception | Colleagues fill in the same questionnaire | 5 minutes per person, free | The deviation between self and outside perception — often more revealing than your own score. |
| The full Vertriebspotenzial-Check | Personal conversation with Robert Mack, starting from vision and medium-term goals | By appointment | Target-versus-actual assessment per area and a prioritised list of initiatives. |
The most important difference between this check and a classic maturity assessment sits in the evaluation: the two levers named are not simply the two lowest scores. They are the areas where a low score coincides with your own felt pressure — because a weak area that does not bother you will not get worked on either. That is precisely Robert Mack's approach: you are measured against what the company itself wants to achieve, not against an industry average. The methods behind a full assessment are described in Sales analysis: methods overview; how to build an acquisition model from the result, in B2B customer acquisition.
Mean across all seven fields, placed in a band from urgent need to act up to strongly positioned.
Seven axes from 0 to 100, the same look as in the full analysis.
Computed from score and your own pain points, with steps you can take immediately.
A short paragraph connecting your ambition, your scores and your felt pain.
Your free access to templates, survey tools, and results with ways to export anywhere.
Get Started Free
Teamo AI connects your answers, your scores and your stated ambition into an interpretation in everyday language.
No account needed. Right here on this page.
Everyday situations rather than jargon, about five minutes.
Overall score, radar across seven fields and your two biggest levers.
Robert Mack — strategy consulting for selling, sales and market
Robert Mack helps mid-sized companies move their sales from chance to a system. His guiding principle: sales is not everything, but without professional sales everything can quickly become nothing.
Robert Mack Consulting works with mid-sized companies at the intersection of strategy, selling and market. Sales psychology is central: people buy emotion and trust — which is why every analysis starts with the mission and not with the close rate. Peer-level collaboration, respect and mutual trust are explicitly part of the method.
Robert Mack runs the full check personally, starting from vision and medium-term goals.
Priority goes where a low score and genuine felt pressure coincide.
The evaluation produces a prioritised list of initiatives — with support if wanted.
Seven sales performance areas are assessed in a personal conversation — starting from the company's vision and its medium-term goals.
Each area is measured against what the company itself wants to achieve. The gap in between is the potential.
The evaluation produces a prioritised list of initiatives — and, if wanted, support in implementing them.
Built by experts or ready-made templates — find the right test for your team
Dive deeper with these guides
![Sales Commission Models: The Structure Decides, Not the Rate [2026]](https://www.teamazing.com/wp-content/uploads/2026/08/provisionsmodell-vertrieb.jpg)
Sales commission models compared: commission, target bonus and mixed forms, why caps and ratcheted quotas cost revenue, the side effect every plan has, the Austrian legal frame for commission, and how to build a model in five steps. Includes a free five-minute sales check.
![B2B Customer Acquisition: Why Effort Cannot Replace the Model [2026]](https://www.teamazing.com/wp-content/uploads/2026/08/manager-effectivness.jpg)
B2B customer acquisition in Austria: what § 174 TKG 2021 actually requires, which channels remain when unsolicited outreach is off the table, why existing customers are usually the cheapest growth path, and how to build an acquisition model in five steps. Includes a free five-minute sales potential check.
![Sales Analysis Methods: What Actually Explains Your Numbers [2026]](https://www.teamazing.com/wp-content/uploads/2026/08/potential-analysis-for-leaders-1.jpg)
A sales analysis examines how your sales function is built: strategy, portfolio, acquisition model, leadership and metrics. This guide compares six methods, shows when KPIs are enough and when they are not, and walks through a five-step self-analysis. Includes two free five-minute checks.
Create your Vertriebspotenzial-Check in minutes — free with AI-powered analysis.
Take the Test Free
