demo Welcome to your demo Name Email Operating Above the Line of Safety Customer Integration: Your level of integration into customers’ management and decision making processes You fully trust your account teams to make key decisions with customer executives without you and your executive’s involvement. Strongly Disagree Strongly Agree For key accounts, you can list multiple problems solved by your account teams which were unrelated to your products and services. Strongly Disagree Strongly Agree Holistic View: The ability to look and work across different focus areas in your customers' businesses " You can point to specific examples of proactively bringing ideas to the executives of your key accounts that have transformed significant areas of their business." Strongly Disagree Strongly Agree The leaders of your key accounts understand the biggest issues and opportunities in their customer’s industry and they are in line with your customer CEO’s thinking and strategies. Strongly Disagree Strongly Agree In key accounts, you are solving problems that executives create budget to solve. Strongly Disagree Strongly Agree In key accounts, little to no revenue comes from RFPs and competitive bidding situations. Strongly Disagree Strongly Agree You source and recruit your talent from outside of the sales organization for key accounts (e.g., your executive organization, external consultants , competitors) Strongly Disagree Strongly Agree "You equip your team on how to be an executive advisor – i.e., they know how to identify target executives, determine their business challenges, and know how to solve them." Strongly Disagree Strongly Agree You view the effort to build customer intimacy / indispensability in an integrated manner -- investing in the sales organization, talent, intellectual property, offers and others key business components – as opposed to only treating it as a sales issue. Strongly Disagree Strongly Agree Executives regularly allocate time for, and spend that time, interacting with and monitoring the success and progress at key accounts Strongly Disagree Strongly Agree There is a clear executive sponsor who owns the success of implementing the intimacy/ indispensability strategy Strongly Disagree Strongly Agree The organization clearly understands the importance of customer intimacy & renewable differentiation to the long-term success of the business. They are able to communicate intimacy's importance and it is regularly reported out on and discussed. Strongly Disagree Strongly Agree Customers regularly comment on the impact we make in their business Strongly Disagree Strongly Agree Customers are very willing to participate in case studies and/or offer referrals Strongly Disagree Strongly Agree We are regularly engaged in different parts of customers' business after proving the value in a targeted area Strongly Disagree Strongly Agree Customers comment on the consistency of our efforts and their ability to achieve outcomes Strongly Disagree Strongly Agree Time is Up! Time's up NOTE: 1-Point = Strongly Disagree 2-Point = Disagree 3-Point = Equal 4-Point = Agree 5-Point = Strongly Agree