Funnel Sprint
Turn a campaign plan into consistent sales and marketing execution. A private 90-day programme built around your organisation, your existing best practice and a real commercial objective.
Funnel Sprint is a private 90-day B2B sales and marketing programme. Leadership, marketing and sales work together across three 30-day sprints to plan a campaign, develop messaging, engage the target audience and refine the process using customer response. Klozers starts with the client’s existing effective practices and adds support where execution needs to improve.
- Funnel Sprint is private to one organisation.
- The programme runs over 90 days, in three 30-day sprints.
- Leadership, marketing and sales participate together.
- Workshops focus on your live campaign.
- In-person delivery is available. Pricing starts at £5,000 per company.
What problem does Funnel Sprint address?
A campaign can have a sensible objective and still struggle in execution. Marketing creates assets while sales waits for leads. Sales contacts accounts with messaging that differs from the campaign. Leadership asks for results without resolving the decisions that prevent progress.
Funnel Sprint brings the people responsible for that work into one programme. Your team agrees the commercial objective, completes the campaign activities and reviews what the target audience actually does in response.
The programme begins with your organisation’s existing effective practices. Klozers identifies what your strongest performers already do successfully before adding new practices where there is a genuine gap. The objective is a campaign your team can execute, rather than an imported methodology your team must learn to accommodate.
Who is Funnel Sprint for?
Funnel Sprint is for B2B organisations that want leadership, marketing and sales to execute a campaign together. Relevant situations include a product or service launch, a new quarterly campaign, support for a sales strategy or an account-based campaign.
Sales leadership
Set commercial priorities, resolve decisions and support the changes required.
Marketing leaders and practitioners
Develop messaging and campaign assets, then review audience response with sales.
Sales teams
Engage prospective customers and contribute evidence from real conversations.
Senior leaders
Authorise the work and ensure the programme receives the organisational support it requires.
What does the 90-day programme cover?
The existing programme contains nine workshops across three 30-day sprints. Each sprint connects planning to practical campaign activity.
- Sprint 1: establish the campaign Agree the sales goals. Create a working project plan with scope, actions and responsibilities. Establish which tools are already available and what else the project requires. Effective internal practices inform the plan before new approaches are introduced.
- Sprint 2: engage the target audience Develop and agree messaging for the campaign assets. Engage the audience and analyse feedback. Review how to reach relevant people who were missed in the first activity. Customer response informs what the team does next.
- Sprint 3: refine and retain the process Repurpose campaign assets where that is useful. Deliver value to the target audience. Review what the team has learned and refine the process so the organisation can continue the work after the programme.
The sequence remains focused on one live campaign. Specific activities and responsibilities are agreed around your organisation, market and commercial requirement.
Tell us what your organisation needs to achieve and where execution currently becomes difficult. We can establish whether Funnel Sprint fits the requirement.
How is Funnel Sprint delivered?
Funnel Sprint is delivered privately for your company. In-person workshops are available. Live online delivery can also support the programme where it suits the team. Start dates and workshop arrangements are agreed with your organisation, rather than fixed public cohort dates.
The programme combines facilitated workshops with campaign work between sessions. The team works on its own campaign, with responsibilities captured in the project plan. Existing online workshops last 90 minutes; the schedule for in-person delivery is agreed during scoping.
What happens between workshops?
Participants complete the agreed activities and bring customer feedback, campaign assets and unresolved decisions to the next review. Coach support is available during the three sprints. The delivery proposal confirms the support arrangements, participants and workshop schedule.
Organisations we have worked with.
What evidence should you expect from the programme?
Progress should be visible in the campaign work: an agreed plan, completed assets, audience engagement and decisions informed by customer response. These are practical inspection points, not published Funnel Sprint results.
“The campaign needs more than a plan. It needs clear ownership, consistent execution and decisions based on customer response.”
Agree the measures before the campaign starts. Activity, relevant customer conversations and qualified opportunities answer different questions. A higher activity count alone does not establish commercial progress. No specific lead volume or revenue outcome is guaranteed.
Is Funnel Sprint right for your organisation?
Designed for
- A defined B2B campaign requirement.
- Leadership, marketing and sales working together.
- Teams with time to complete campaign activity.
- Organisations prepared to review and adapt their approach.
Not designed for
- An individual looking for a public course place.
- A company expecting leads without participating.
- A workshop with no subsequent campaign execution.
A programme cannot substitute for the organisation’s participation. The consultation establishes whether the required people and capacity are available.
How much does Funnel Sprint cost?
Pricing is for a private company programme, rather than individual course places.
Private company programme
Scope and delivery arrangements confirmed before booking.
From £5,000
€5,900 · US $6,600 · AUS $9,500
What determines the final price?
- The campaign scope and preparation required.
- The workshop delivery arrangements.
- The participants and support requirements.
- Delivery locations and travel requirements.
We confirm the programme scope and total fee in the proposal. Prices exclude applicable taxes.
What does your team work on?
- A campaign project plan with goals, scope and actions.
- Messaging and assets for the selected audience.
- Practical audience engagement and feedback analysis.
- A refined process the team can continue using.
What happens after 90 days?
The team reviews which activities and practices should continue. The aim is to retain the campaign learning and useful execution habits. Any additional support is scoped separately; the programme is not presented as an automatic commitment to a larger engagement.
Frequently asked questions
Can Funnel Sprint be delivered in person?
Yes. In-person delivery is available privately for your company. The workshop schedule and location are agreed during scoping.
Is this an open course?
No. Funnel Sprint is delivered privately for one organisation. It is not a public course with individual booking places.
Do we need marketing and sales involved?
Yes. The programme connects leadership decisions, campaign messaging and prospect engagement. Participation from leadership, marketing and sales is part of the design.
Does the programme guarantee leads?
No. Customer response depends on the market, audience, offer and execution. The programme supports practical campaign work without guaranteeing a lead or revenue result.
Do we need to replace our current sales process?
No. Klozers starts with existing effective practices. New approaches address identified gaps rather than replacing the whole process.
Is certification included?
Certification has not been established as part of the Funnel Sprint offer. Any requirement for certification should be discussed when agreeing scope.
Why organise a campaign into three sprints?
Three sprints create defined periods for planning, engagement and refinement. They give the team a way to review campaign work while there is still time to respond to what it learns. The periods are an execution structure, not evidence that a particular volume of leads can be produced within 90 days.
The first period establishes the campaign requirement and the work needed to support it. That matters because activity can begin before the organisation has agreed what it is trying to achieve. A salesperson may pursue meetings while marketing optimises a different audience or offer. Making the campaign scope explicit allows those differences to be resolved before they shape customer contact.
The second period introduces audience response. The team reviews what happened when the campaign reached real people, rather than relying solely on internal confidence in the message. The third period uses that learning to refine assets and retain useful practices. Decisions made in one period inform the work in the next. The structure supports review without treating the original plan as something that cannot change.
Why should leadership participate in a sales and marketing campaign?
Leadership participation matters when campaign progress depends on decisions the delivery team cannot authorise. That may include priorities, resources, offer choices or changes to how sales and marketing work together. A campaign team needs a route to those decisions while the work is happening.
Leadership does not need to perform every campaign task. It needs to clarify the objective, support participation and resolve disagreements that prevent progress. If the campaign introduces a new audience or offer, someone must be able to decide what is acceptable and what needs further work. Leaving that responsibility implicit can result in repeated revisions without a clear decision.
The programme therefore includes leadership alongside marketing and sales. The level of involvement is agreed around the campaign rather than assumed to be identical for every organisation. A practical project plan distinguishes work that participants can complete from decisions that require authorisation. This makes it easier to identify whether an activity is late because execution is weak or because the team is waiting for a decision. Those are different problems and require different responses.
How should sales and marketing agree campaign messaging?
Sales and marketing should agree messaging around the selected audience, the customer situation and the offer the organisation can credibly deliver. Messaging should provide a consistent basis for campaign assets and customer conversations while allowing salespeople to respond to individual circumstances.
Marketing contributes knowledge about the audience, positioning and assets. Sales contributes evidence from conversations: questions customers ask, reasons they hesitate, language they use and the circumstances in which they consider change. Neither contribution should automatically override the other. The purpose of working together is to test the campaign assumptions against both sources of knowledge.
A useful review asks whether the message gives the intended audience a credible reason to engage. A clear sentence can still be commercially weak if it describes a benefit that does not matter to that audience. Equally, a relevant message can be weakened by a promise the organisation cannot support. The team should agree what the campaign can claim and what evidence supports it before those claims reach customers. Feedback from engagement then informs revisions rather than being treated as a reason to blame one department.
Why begin with your organisation’s existing best practice?
Existing best practice provides a practical starting point because it reflects the organisation’s market, offer and customer conversations. Klozers begins by identifying what effective performers already do successfully. New practices address genuine gaps rather than assuming the team needs to replace everything.
This requires more than asking participants what they prefer. The programme should examine examples of effective work and the conditions in which it succeeded. A message that works with an established customer may not suit a new prospect. A practice used by an experienced salesperson may depend on knowledge that another team member does not yet have. Understanding those conditions helps the team decide what can be retained and shared.
The objective is to make useful internal practice available to the campaign team without treating one person’s habits as universally correct. Where the existing approach is incomplete, Klozers can introduce additional skills or processes. Where it already works, there is no commercial reason to remove it simply to make the programme look different. This is the best-practice-first principle applied to campaign design, rather than a claim that external ideas have no value.
What should the team inspect during a campaign review?
A campaign review should distinguish completed work, customer response and commercial progress. These are connected, but they do not mean the same thing. Sending an agreed message confirms activity; it does not establish that the message was relevant or that a genuine opportunity exists.
Begin by checking whether the agreed work was completed. If an asset was delayed or prospect engagement did not happen, the team needs to understand why before drawing conclusions about the campaign. Next, inspect customer response. What questions appeared? Which accounts engaged? What reasons were given for declining? Were the contacts appropriate for the campaign objective?
Then consider commercial progression using the organisation’s agreed qualification criteria. A positive reply may justify a conversation without qualifying as pipeline. Recording it as a sales opportunity too early can make reporting look better while weakening the information used to make decisions. The review should preserve that distinction.
These inspection questions are practitioner guidance, not published findings from a Funnel Sprint evaluation. Their purpose is to help the team decide what to continue, what to change and what additional evidence is needed. Measures and reporting arrangements are agreed as part of the campaign scope.
How should the team respond when a campaign produces weak results?
Weak results should prompt a review of assumptions and execution before the team simply increases activity. The campaign may be reaching the wrong audience, presenting an unclear offer, using weak messaging or failing to complete the agreed work. Each explanation implies a different response.
Review what evidence is available. If the activity never reached the intended contacts, the team cannot yet conclude that the offer is unattractive. If conversations occurred but customers consistently described a different priority, the audience or message may need attention. If prospects engaged but sales opportunities did not develop, examine what happened in the subsequent conversations.
The aim is to avoid changing every element at once without understanding the problem. A revised audience, new message and different contact approach may produce another result while revealing little about what caused the change. Agree which assumption is being tested, what work will change and what response would justify the next decision.
Funnel Sprint provides a setting for these discussions while the campaign is active. It does not remove uncertainty from the market. The team still needs to make informed decisions and remain clear about the limits of the evidence it has collected.
What should remain useful after the 90-day programme?
The campaign should leave useful working material and clearer execution practices. That includes the project plan, messaging, campaign assets and learning from customer response. The organisation decides what should continue and what should be changed before the next campaign.
Retaining the materials alone is insufficient if nobody owns their use. A campaign review should identify which assets remain relevant, who maintains them and which activities will continue. Where an approach worked only in a particular situation, that limitation should remain visible. Otherwise the next team may repeat the activity in a different context and expect the same response.
The review should also distinguish repeatable work from decisions that still require judgement. A process can help a team prepare, act and inspect evidence. It cannot decide automatically whether a different market, audience or offer is commercially appropriate. The organisation remains responsible for those choices.
The final sprint therefore includes refinement and continued use of the process. This is a practical programme objective, not a guarantee of lasting behaviour change. Any additional coaching or support is agreed separately around the organisation’s requirement.
How does Funnel Sprint differ from a sales training workshop?
Funnel Sprint organises campaign activity over 90 days, with leadership, marketing and sales participating in the work. A sales training workshop primarily develops selected selling capabilities. The appropriate choice depends on whether the organisation needs to improve a skill or coordinate the execution of a campaign.
For example, a team may need stronger discovery conversations without needing a new marketing campaign. In that situation, a focused training programme may be more appropriate. Another team may have capable salespeople but struggle to agree the audience, develop campaign assets and maintain activity. That requirement is broader than teaching a selling technique.
These needs can coexist. A campaign may reveal a capability gap that requires practice and coaching. That does not mean every campaign programme should become a large curriculum. The scope should remain connected to the commercial objective and the behaviours that prevent progress.
During the consultation, Klozers reviews what your organisation is trying to achieve and where the difficulty occurs. A bespoke sales training programme is a separate destination where capability development is the main requirement. Funnel Sprint fits when the organisation needs a structured period of joint campaign work and is prepared to participate in that work.
Bring leadership, marketing and sales together around a real commercial objective. We will establish the scope, delivery arrangements and support your team needs.