POTENTIAL SALES IMPACT FOR RIGHTWORKS
Illustrative examplePlanning scenarios are editable; they are not guaranteed outcomes.
Applies only to wins from model-assisted opportunities. Kept separate from the close-rate effect; their interaction is counted once in deal-value effect.
See each model’s contribution, then refine its facts if needed.
Help buyers understand the financial value of hosting, security and reduced IT burden.
Blank fields inherit the shared values. These describe the sales segment, not customer calculator inputs.
Build the business case for a broader managed IT environment with explainable value estimates.
Blank fields inherit the shared values. Use a distinct average contract size or baseline close rate if appropriate.
20 salespeople × 100 qualified opportunities each = 2,000 annual opportunity decisions. The opportunity mix allocates this pool between the two models.
Total close-rate effect is combined with the optional deal-value effect to output the additional expected sales.
Qualified opportunities: use a consistent cohort of decisions expected during the year. Open pipeline is not a close-rate denominator.
Close-rate uplift: a relative 20% improvement moves 40% to 48%. A 20-point improvement moves 40% to 60%. Improvement is applied only where a model is used and is bounded between 0% and 100%.
Adoption: the share of opportunities where salespeople actually use the value model. Use the incremental coverage of this program if current selling already includes value modeling.
Two-model allocation: Cloud Premier’s share plus SMB / Cloud Hosting’s share equals 100%. A deal using both must be assigned to one segment or given a split whose total is one deal.
Deal value: apply the same ACV, first-year recognized revenue or TCV basis across both segments. Optional deal-size improvement is applied only to model-assisted wins.
Transparent arithmetic makes the estimate reviewable. Customer business cases can help buyers justify a purchase and help sellers explain value. Published research supports that mechanism, but does not establish the result of these two BVC models at Rightworks.
The starting 10% / 20% / 30% relative uplift scenarios and 70% opportunity coverage are illustrative planning assumptions. Cloudera involved a business-value consulting team; broader research covers value-selling programs and may include coaching, services and platform adoption.
Before committing to an outcome, test comparable Rightworks opportunities with and without the models. Track model use, opportunity qualification, segment, price, discount, decided outcomes and elapsed time. Account for selection effects, seller experience and changes in lead quality. Measure conversion on the same decision cohort.
This estimate holds opportunity volume fixed. It does not automatically monetize reported sales-cycle or business-case preparation improvements, and does not add retention or renewals. Additional sales value is distinct from profit and realized cash flow.
EVIDENCE & CONTEXT
Historical observations and published research inform the discussion; your assumptions drive the estimate.
Previous experience at Cloudera indicates this outcome for Cloudera’s business-value consulting team: +34 percentage points, equivalent to +85% relative uplift.
User-reported historical observation, not independently verified here. Time period, sample size and cohort selection were not supplied. This involved a consulting team, not a standalone calculator. It is a sensitivity reference, not a Rightworks forecast.
EVC, Genius Drive and Cuvama surveyed 100+ B2B technology organizations. Their release reports 48% higher win rates, 35% larger deals and 25% shorter sales cycles with value selling.
Industry-sponsored survey of broader value-selling programs. These are reported associations, not isolated calculator effects. For this sensitivity we interpret the 48% uplift as relative, not 48 percentage points; the public summary does not provide a causal experiment.
Forrester’s survey of 747 enterprise technology buying decision-makers found 97% used a business case to justify purchases. Published March 2020.
Supports buyer demand for financial justification. It is an older enterprise-technology survey, not a close-rate improvement or accounting-firm benchmark. This percentage never enters the revenue calculation.
A Forrester study reports 33% less time developing business cases. It interviewed eight recent TEI customers and modeled a composite organization.
Commissioned by Forrester and delivered by Forrester Consulting. Covers TEI research assets, not these calculators. A composite model is not a measured forecast for Rightworks. Time savings are not added to sales value.
Sources reviewed October 13, 2026. Original dates are shown; these are not represented as new 2026 findings.
Illustrative sales-impact prototype. The two underlying customer-value models inform sales conversations; this app estimates their potential impact on Rightworks’ selling results. It does not guarantee revenue or reproduce customer ROI calculations.