Sales Feasibility Study on Large Deal Acquisition

Sales Feasibility Study on
Large Deal Acquisition

I. Introduction

The objective of this feasibility study is to ascertain whether [Your Company Name] should actively target large deal acquisitions as part of its sales strategy. The study investigates various aspects, such as market dynamics, potential customers, and the company's preparedness for pursuing such deals.

II. Executive Summary

The Sales Feasibility Study conducted is an exhaustive examination of the business's capability and readiness to pursue large deal acquisitions as a key component of its sales and growth strategy. This comprehensive analysis encompasses a range of vital aspects that include an overview of the market conditions, a rigorous evaluation of customer needs and segmentation, an audit of internal capabilities, and a detailed financial assessment.

III. Market Analysis

The market analysis aims to provide a comprehensive understanding of the current landscape, opportunities, and challenges for [Your Company Name] in pursuing large deal acquisitions. Through rigorous research, this section outlines the market size, growth rates, competitive dynamics, and relevant market trends that could impact our business decisions.

Market Size and Growth Rates:


Market Size

Growth Rate




The market for our industry is robust and shows promising signs of growth. The estimated market size for the year 2050 is approximately $10 billion, and it has been growing at an annual rate of 4%. The sustained growth rate suggests that not only is there a stable demand for our products and services but there is also room for expansion, especially in the large deal segment.

Competitive Landscape: SWOT Analysis of Major Competitors


Competitor A

Competitor B

Competitor C


Strong brand recognition


High operational costs, slow innovation


Leveraging technological advancements


Regulatory changes, market saturation

In a market teeming with competitors, it is crucial to understand where [Your Company Name] stands. The competitive landscape comprises a range of companies, with Company A, Company B, and Company C being the major players, holding market shares of 35%, 20%, and 10% respectively.

Market Trends

  1. Customers, especially large organizations, are increasingly looking for bespoke solutions tailored to their specific needs.

  2. With growing awareness around environmental responsibility, there is a trend toward sustainable products and services.

  3. Advances in technology are enabling more efficient and cost-effective solutions, which are highly valued in large-deal scenarios.

  4. As businesses expand globally, there is a growing need for solutions catering to diverse geographical markets and regulatory landscapes.

IV. Customer Segmentation

Understanding the customer base is pivotal for [Your Company Name] to strategically pursue large deal acquisitions. This section delves into the nuances of customer segmentation, focusing on identifying the types of organizations that would be ideal candidates for large deals and the specific needs and preferences that would influence their buying decisions.

Types of Organizations for Large Deal Acquisitions

Fortune 500 Companies: These corporations usually have complex needs and high purchasing power. However, they also often require highly customized solutions, rigorous compliance checks, and long-term customer service commitments.

  • Government Organizations: Government organizations often present opportunities for substantial deals but come with their unique set of challenges such as bureaucratic delays and stringent regulatory and compliance requirements.

  • Large Non-profits: These organizations may have significant budgets for projects that align with their missions. However, they often require transparent pricing structures and have longer decision-making cycles.

Customer Needs and Preferences

A comprehensive understanding of what potential customers prioritize can make a significant difference in successfully acquiring large deals.

Customer Need

Fortune 500 Companies

Government Organizations

Large Non-profits





Insights on Preferences:

  1. Fortune 500 companies usually require highly tailored solutions, while government organizations and large nonprofits have more standardized needs.

  2. Price sensitivity varies, with government organizations often being the most sensitive to price, followed by large non-profits and Fortune 500 companies.

  3. All segments strongly focus on post-sales support, with government organizations and Fortune 500 companies often requiring long-term service agreements.

  4. Government organizations usually have the strictest compliance requirements, followed by Fortune 500 companies and large nonprofits.

  5. Fortune 500 companies often require quick implementation, while government organizations generally have longer timelines.

V. Internal Capabilities

To successfully pursue large deal acquisitions, it is imperative for [Your Company Name] to assess its internal capabilities critically. This section aims to provide a comprehensive review of the company's existing sales team, technology infrastructure, and other operational facets that would have a direct impact on large deal acquisition efforts.

Sales Team Assessment

One of the critical components for success in large deal acquisitions is the proficiency and preparedness of the sales team. The following metrics provide an in-depth view:


Current Status

Required for Large Deals

Gap Analysis

Team Size



Increase by 10

Observations and Recommendations:

  1. Given the intricacies involved in large deal acquisitions, it is advised to expand the current team of 10 to around 20 members.

  2. Hiring experienced sales professionals with a proven track record in managing large deals will be pivotal.

  3. Existing team members should undergo specialized training to improve their technical proficiency.

  4. The current team shows adequate capabilities in sales cycle management but will need further development to handle the complexities of large deals.

  5. With the likelihood of extended sales cycles in large deals, excellence in customer relationship management becomes paramount.

    Technology Infrastructure

Technology plays a significant role in efficiently managing large deals. The current state and required capabilities are summarized below:

Technology Component

Current State

Required State

Gap Analysis

CRM System



Need for customization

Observations and Recommendations:

  1. While the existing CRM system is functional, customization features will be required to manage the nuances of large deals effectively.

  2. There is an immediate need to upgrade our data analytics capabilities to facilitate data-driven decision-making.

  3. The existing communication tools are adequate but may require minor improvements for enhanced collaboration and effectiveness.

  4. Given the legal complexities associated with large deals, an advanced contract management system will be necessary.

VI. Financial Assessment

The financial assessment aims to evaluate the monetary implications and feasibility of pursuing large deal acquisitions for [Your Company Name]. This section covers initial investments, revenue projections, risk factors, and return on investment calculations to provide a comprehensive understanding of the fiscal aspects involved in this strategic endeavor.

Initial Investment

To adequately prepare for large deal acquisitions, a significant initial investment will be necessary. The following table provides a breakdown of the estimated costs:

Expense Category

Estimated Cost


Sales Team Expansion


Hiring, training, and onboarding

Revenue Projections

The financial models predict a substantial increase in revenue, provided the initial investment is made and the business strategies are successfully implemented.


Projected Revenue

Growth Rate




Risk Factors and Mitigations

Given the large initial investment and complex nature of these deals, the financial risks involved must not be underestimated. The following are the key risk factors and their mitigation plans:

  1. A sudden downturn in the market could affect returns. Diversification of the customer portfolio can mitigate this risk.

  2. Excessive spending on marketing and sales efforts can erode profitability. A careful allocation and tracking of marketing expenses are advised.

  3. The failure to secure or fulfill large deals could lead to substantial losses. Rigorous pre-deal assessments and legal consultations are necessary.

VII. Recommendations

Based on the comprehensive analysis of market trends, customer segmentation, internal capabilities, and financial assessments, this section offers strategic recommendations for [Your Company Name] to effectively pursue large deal acquisitions. These recommendations aim to align organizational capabilities with market opportunities, positioning the company for success in this highly competitive arena.

  1. Targeted Outreach: Establish a specialized sales team focusing solely on large deal acquisitions. This team should leverage advanced CRM tools for highly targeted customer outreach.

  2. Customization Capabilities: Enhance the customization features of the products or services to meet the specialized needs of Fortune 500 companies and government organizations.

  3. CRM System Upgrade: Invest in a robust and customizable CRM system that can manage the complexities associated with large deals.

  4. Data Analytics: Implement advanced data analytics tools to provide actionable insights for sales strategies and customer engagement.

  5. Contract Management System: Upgrade to an advanced contract management system capable of handling multi-faceted legal and compliance requirements.

  6. Revenue Reinvestment: Allocate a portion of the revenue generated from initial large deals towards further expanding and refining the strategies for acquiring more such deals.

VIII. Conclusion

The Sales Feasibility Study indicates that pursuing large deal acquisitions can be a viable strategy for [Your Company Name] given market trends, potential customer base, and manageable upfront investment. The company must consider expanding its sales team and upgrading its technology infrastructure for effective execution.

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