Talent Atscale
Our expertisesFree sales audit questionnaire: assess your sales force in 20 questions
11 Octobre 2026
This sales audit questionnaire lets you assess your sales force in 20 questions, grouped into five areas: strategy and targeting, organisation and team, sales process, performance management and data, management and coaching. Each answer is scored from 0 to 2, for a total score out of 40 and an area-by-area reading. Allow about twenty minutes.
What is a sales audit questionnaire for?
A self-assessment questionnaire gives a first snapshot of your sales organisation. It helps you spot the weakest areas, open the discussion with your managers and decide whether to go further. It shows where to look first, before a possible audit.
How do you use this questionnaire?
- Answer for the team as it works today, not as it should work
- Score each question: 2 if the answer is clearly yes and verifiable, 1 if it is partial or inconsistent, 0 if it is no or you do not know
- Have it completed at several levels: executive, managers, a few reps. The gaps between their answers are often more revealing than the score itself
- Add up the points by area (out of 8) and in total (out of 40), then refer to the scoring grid below
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The 20 sales audit questions
Answer each question with Yes (2 points), Partly (1 point) or No (0). Your total out of 40 places your sales organisation on one of four levels.
Beyond the total, look at your scores by area: an area at 4 out of 8 or below is your priority, even if the total is good. If the executive’s answers and the reps’ answers differ sharply on an area, that area deserves to be examined first.
The limits of a self-assessment questionnaire
A questionnaire remains self-reported: it measures practices as the team perceives them. It does not say why an area is weak, or which levers will have the most impact on your revenue. A sales audit carried out by a third party answers both questions.
At Atscale, the Sales Audit combines data room analysis, in-depth interviews with the team, from individual contributors to senior executives, and live observation of sales calls, one-to-ones, pipeline reviews and sales leadership meetings. The organisation is assessed against 8 pillars, and you receive a gap analysis by building block, a map of strengths and areas for improvement, a detailed action plan and recommendations prioritised by impact and feasibility. The method has already been applied in more than 100 companies.
Frequently asked questions about the sales audit questionnaire
What questions should you ask during a sales audit?
The questions should cover five areas: strategy and targeting, organisation and team, sales process and method, performance management and data, management and coaching. They should call for verifiable answers: is there a document, a metric, a ritual?
Who should answer the questionnaire?
Ideally several people at different levels: the CEO or sales director, the managers and a few reps. Comparing their answers reveals differences in perception, which are often more revealing than the score itself.
What is a sales audit scoring grid?
It is the scale used to score the answers and interpret them. Here, each question is scored from 0 to 2, each area out of 8 and the total out of 40, with four maturity levels: fragile, under construction, solid, mature.
Questionnaire or full audit: which should you choose?
The questionnaire gives a quick, free first snapshot, useful for spotting priorities. A full audit is needed when an important decision is at stake (fundraise, expansion, investment) or when the questionnaire cannot explain a drop in performance.
What is a sales audit scoring grid?
It is the scale used to score the answers and interpret them. Here, each question is scored from 0 to 2, each area out of 8 and the total out of 40, with four maturity levels: fragile, under construction, solid, mature.
Questionnaire or full audit: which should you choose?
The questionnaire gives a quick, free first snapshot, useful for spotting priorities. A full audit is needed when an important decision is at stake (fundraise, expansion, investment) or when the questionnaire cannot explain a drop in performance.
How often should you retake the questionnaire?
After each significant change (new organisation, new manager, new segment) or at least once a year, to measure progress on the areas identified as priorities.