The aim of the thesis was to evaluate current sales practices in Czech B2B SaaS companies and propose a comprehensive sales strategy. The aim is considered fulfilled. The theoretical part utilizes international academic sources, which is appropriate given the thesis focus — however, the depth of source selection could be questioned. In the analytical part, the research questions are formulated as descriptions rather than actual questions, which is somewhat illogical. The author could have elaborated more on the semi-structured interview methodology at the beginning of the analytical section. Without access to financial and operational data from the examined companies, evaluating which approaches are optimal remains challenging — nevertheless, the author makes a commendable effort to analyze best practices among Czech SaaS firms. The proposal part is highly comprehensive. The author presents the topic as a practical set of recommendations and strategies applicable to mid-sized SaaS companies. The proposal section contains numerous interesting insights and ideas with real-world applicability. The unconventional approach compared to typical bachelor theses stems from the more scientific nature of the research objective. While some aspects may be debatable, I appreciate the author's commitment to practical application. The thesis demonstrates good formal quality, though inconsistencies appear in the initial pages. The plagiarism check shows high similarity due to upload timing — the work is original. I recommend the thesis for defense.

Q: How would you adapt the proposed five-pillar framework for a Czech B2B SaaS company with fewer than five employees, where dedicated sales roles do not exist?

The thesis fulfils its objectives of analysing sales practices in Czech B2B SaaS companies and proposing an improvement strategy (82 %), as the work clearly connects theoretical frameworks with qualitative primary research conducted through interviews with industry practitioners and formulates a structured five-pillar strategy. The methodological approach is appropriate (78 %), combining secondary research with qualitative interviews and thematic analysis; however, the empirical base is limited (seven practitioners and expert inputs) and the study relies on self-reported practices, which are only partially critically reflected. The ability to interpret results and derive conclusions is strong (80 %), as the author consistently identifies key patterns (e.g. the gap between awareness and implementation, absence of ICP and structured processes) and translates them into actionable implications, though the interpretation remains partly descriptive and could include deeper critical confrontation of data limitations. The practical applicability is the strongest aspect (88 %), as the thesis delivers a highly structured and directly usable framework adapted to SME conditions, including clear operational pillars, prioritisation (Impact vs Effort), and feasibility considerations, making it relevant for real business implementation; however, applicability depends significantly on disciplined execution and assumes a certain level of organisational maturity (e.g. CRM usage, data availability). The structure, terminology, and language quality are very good (90 %), with a clear and logical flow from theory to proposal, reflecting strong command of professional English. The use of information sources is solid (82 %), combining academic literature, industry reports, and primary data; nevertheless, deeper critical evaluation and integration of sources into analytical reasoning could be improved. Overall, the thesis represents a well-executed and practically oriented professional bachelor’s work with strong real-world relevance, whose main limitations lie in the depth of empirical validation and partial reliance on assumed conditions for implementation, corresponding to an overall evaluation of 83 % (B). Topics for thesis defence:

1. Which part of your proposed framework is the most difficult to implement in a typical Czech SME, and how would you realistically overcome this barrier?
2. How would you validate that your proposed KPIs and scoring models actually predict revenue in practice?