Fit, problem, reason and next step must come from real information. A score should only summarise them.
A full pipeline does not tell sales who to call first.
Company name, industry and budget help with sorting. Sales can choose the next step once the problem, reason to act and movement are known.
Four signals
| Signal | Working question | Evidence |
|---|---|---|
| Fit | Does the organisation and use case belong? | inclusion and exclusion criteria |
| Problem | What needs to change? | buyer's own statement |
| Reason | Why now? | event, risk or date |
| Movement | What was agreed? | date, participants and decision |
A score can summarise this information. The sales role still needs to see why the value was assigned.
The acceptance rule
Set the point where marketing or inbound hands the case to sales. Define required fields, receiving role, acceptance time and return.
Example: When fit, problem and reason are recorded, the responsible sales role receives the case with its source and next step. It accepts on the same working day or returns the case with a reason code.
Returns improve the entry point
Recurring reasons show where the flow starts badly. No reason to act points to the qualification rule. A wrong role points to the form or routing. An unclear problem points to the message or conversation guide.
Check ten cases
Take the last ten handoffs. Can someone outside the case see why each lead moved, who accepted it and what should happen next?
If those details are missing, the team needs a handoff rule.
The Growth System Stress Test shows whether demand, qualification or handoff gives way first.
The Growth Potential Builder scores the current demand and handoff practice from four real answers and returns a 30-day focus.