Questions about you and your role in the organisation
Which description best fits your position in the organisation?
In which part of the organisation do you work?
This section contains questions about the "core" of the organisation, i.e. its purpose (what you do and why you do it), its vision (the direction in which it is heading) and its values (what is expected in terms of behaviour).
Our organisation has a clear sense of purpose in terms of what we do and why we do it that people believe in and connect with.
Our organisation has a strong and compelling value proposition for our customers.
Our organisation has a clear set of values or statements about how people should behave that everyone lives and follows.
Our organisation has a clear vision of where it wants to be that inspires and excites us to work towards achieving it.
Our organisation has good, solid products and services.
Our value proposition to the market has proven impact and a good track record.
I feel valued and respected for the work I do for this organisation.
I feel well rewarded for the contribution that I make to this organisation.
How this organisation evaluates and rewards us makes us focus on delivering good value to our customers.
Everyone in this organisation is committed to doing their best for our customers.
We focus on selling what our customers really need, rather than on selling them what we can.
This section contains questions about how well your organisation knows its market, competitors and target customers.
We have a good understanding of our key competitors and know how to sell against them.
As an organisation we work together to collect and share competitor intelligence.
Everyone in the sales and marketing team shares a common understanding of our target market and target customers.
Everyone in our organisation can describe the type of customer that is easiest for us to win and grow.
Everyone in our organisation can describe the type of customer that is most desirable or beneficial for our business.
This section contains questions on how well the organisation is set up to attract new customers.
Our marketing is based on a strong brand that reflects who we are and attracts appropriate customers.
Our marketing communications are well co-ordinated across relevant and appropriate channels.
Our marketing campaigns generate good, strong customer leads.
Our marketing/sales process is clearly documented in terms of roles, responsibilities and what is expected at each handover in the process.
At every handover in the marketing/sales process the person taking on the prospect/customer has all the information they need to deal with the customer effectively.
We have clear, shared measures of success for each stage of the customer journey.
We are good at qualifying customers in or out at each stage of the customer journey to minimise our cost of sale and optimise our chances of success.
We are good at judging the likelihood of the customer progressing at each stage of the customer journey, based on the commitment we have built.
We have the appropriate IT/technology to support us through the customer journey.
We conduct win/loss analysis on every sale to help us sharpen our marketing focus and messages.
This section contains questions on the organisation's connection with and relationship to its customers.
Our sales team are able to justify the cost of the solution based on the value they have established that it will deliver to the customer.
Our sales team win deals that we can implement profitably and grow the relationship over time.
Our Operations team are able to easily meet customer expectations once they are handed over from the sales team.
We have the resources we need to deliver well-managed and problem-free implementations for our customers.
We use customer intelligence gathered from our Operations team to help us sharpen our marketing focus and messages.
We are good at proving that we have delivered the value we have promised to our customers.
All our customers are very happy and recommend us to others.
