Source economics
Different lead sources behave differently. Model their conversion rates, deal sizes, costs, workload, and practical ceilings instead of pretending every lead is interchangeable.
New Business Development Feasibility Model
A revenue target is not a plan.
You can increase the number on the sales plan. That does not create more leads, improve conversion, shorten the selling cycle, or give the team more hours in the day.
The New Business Development Feasibility Model works backward from the revenue goal and shows what has to be true for the plan to work.
Operating model · 12 monthsPlan feasibility
Capacity constraint identified
Multiple sources connect to one executable revenue requirement.
12month view
Multisource model
Rolebottleneck
The planning problem
Too many revenue plans begin with the answer.
Leadership decides how much new business the company needs. The sales team receives the target. Then everyone starts working harder.
But before the year begins, someone should ask a more important question:
Can this company actually produce that revenue in the required time with the lead sources, conversion rates, selling cycle, starting pipeline, budget, and capacity it has?
If the answer is no, motivation will not fix the math.
A better way
Work backward from the goal before asking the team to run toward it.
The model connects the revenue target to the operating system required to produce it. It shows how much opportunity creation is required, which sources can realistically provide it, when new activity can turn into revenue, and whether the people responsible for the work have enough productive capacity.
A sales goal is only real when the funnel math, selling-cycle timing, and capacity all agree.
What it tests
Find the assumption that breaks the plan.
Timing and starting pipeline
Revenue already in motion is different from revenue that future prospecting must create. The model accounts for starting pipeline and the selling time required for new activity to become closed business.
Role capacity
Plans consume human time. Translate the required activity into productive hours and identify the role that becomes the operating bottleneck.
Management value
Know what has to change before another quarter disappears.
If the plan does not work, the model helps expose why.
Leadership can then decide whether to change the target, improve conversion, invest in another lead source, add capacity, alter the timing assumption, or accept the risk.
The model does not make the management decision. It makes the tradeoffs harder to ignore.
Current capability
What the model includes today
This is a Google Sheets management decision model, not a SaaS application.
- 12-month new-business target planning
- Historical source performance versus planning assumptions
- Multiple source-specific funnels and practical lead ceilings
- Starting pipeline and remaining workload
- Sales-cycle cohort timing
- Role-level productive capacity and ramp
- Goal-to-activity backsolve
- Executive decision dashboard
- Scenario testing
- Actual-versus-plan calibration
- Google Sheets master with Excel-compatible export
A decision model, not a promise
It does not predict the future. It tests whether the plan makes sense.
The model makes assumptions visible, compares them with evidence when available, and tests whether the entered plan is mathematically sufficient and operationally executable.
Free resource coming soon
Find the bottleneck before you spend another quarter pushing harder.
The New Business Development Feasibility Model is planned as a free New Sales Expert resource. The download workflow will be connected when it is ready.