Your growth plan assumes more from sales than last year.
The risk is that nobody agrees on what is stopping them. Caminoro is a sales effectiveness consultancy for European B2B companies selling complex or technical products through direct sales forces. We diagnose what is holding sales back, work out what to change first, and help you change it.
Diagnose what is actually in the way
Prioritise what moves revenue soonest
Deliver in live accounts, with your team
Embed so it survives the busy quarter
The problem
The risk rarely announces itself
The diagnosis is contested
Ask three of your leaders why the number is at risk and you can get three answers: pricing, capability, coverage, key accounts going quiet. Effort then follows the loudest voice rather than the largest cause.
Development spend is a guess
Training gets bought before anyone has written down what good looks like in this business, so nobody can say afterwards what changed.
Key accounts drift quietly
In contract and tender businesses a relationship can deteriorate for years before it shows up anywhere, and when it does show up it is at renewal. The account plan written for last year’s review and not opened since is usually the first clue, if anyone goes looking.
Programmes don’t stick
Most sales improvement treats the problem everyone can see while the one underneath it survives, and within a year the old habits are back.
How we help
Diagnose. Prioritise. Deliver. Embed.
An impartial diagnosis of the actual need, not the perceived one. Built with your team and grounded in evidence.
A clear view of which changes will move revenue soonest, so effort goes where it pays.
Delivery alongside your people, in live accounts rather than in workshops.
New ways of working that your team owns, anchored in a planning and review rhythm. That is the part most programmes skip.
Who you would be working with
We have done this job ourselves
Caminoro’s founders have over 50 years of B2B commercial leadership between them, all of it inside operating businesses. One has led sales and key account organisations through growth and through turnaround, nationally and across Europe. The other led strategy and change at a global manufacturer selling complex products into blue-chip accounts.
We have both been accountable for a revenue line, and for explaining it to a board when it was short.
We have run a turnaround from the inside: a key account business in significant decline taken back to growth, and the reorganisation that went with it.
We have sat through the improvement programmes that changed nothing. It is why the last step of ours is the one about making change stick.
Insights
Recent writing, drawn from client work
Sales capability
You Can’t Train Your Way Out of a Capability Gap You Haven’t Mapped
What to ask, and answer, before spending a pound on sales development.
Key accounts
Key Account Management Rarely Fails for Lack of Strategy
Why key accounts leave quietly, and the machinery that stops it.
If you are not certain what is holding sales back, that is the conversation to have.