Survey

The following assessment is an introductory evaluation to help you determine where your company is on its journey to maximizing the potential of the Customer Intimacy/Indispensability business model. Access to the full evaluation and your customized report will be made available post-submission.

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Statements in this evaluation are best practices observed in corporations with a successful Customer Intimacy/Indispensability model. Rate yourself on a scale of strongly agree to strongly disagree for the following categories:

Name *
Name

Enter 2016 revenue here

You fully trust your account teams to make key decisions with customer executives without you and your executive’s involvement *
You fully trust your account teams to make key decisions with customer executives without you and your executive’s involvement

You equip your team on how to be an executive advisor – i.e., they know how to identify target executives, their business challenges, and how to solve them. *
You equip your team on how to be an executive advisor – i.e., they know how to identify target executives, their business challenges, and how to solve them.

In key accounts, you are solving problems that executives create budget to solve. *
In key accounts, you are solving problems that executives create budget to solve.

Your pipeline is predictable, and you are able to forecast upcoming deals with certainty. *
Your pipeline is predictable, and you are able to forecast upcoming deals with certainty.

Executives regularly allocate time for, and spend that time, interacting with and monitoring the success and progress at key accounts. *
Executives regularly allocate time for, and spend that time, interacting with and monitoring the success and progress at key accounts.

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. *
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.

For key accounts, you can list multiple problems solved by your account team which were unrelated to your products and services. *
For key accounts, you can list multiple problems solved by your account team which were unrelated to your products and services.

The organization clearly understands the importance of customer intimacy & renewable differentiation to the long term success of the business. They are able to communicate it and it is regularly reported out on and discussed. *
The organization clearly understands the importance of customer intimacy & renewable differentiation to the long term success of the business. They are able to communicate it and it is regularly reported out on and discussed.

There is a clear executive sponsor who owns the success of implementing the intimacy/indispensability strategy. *
There is a clear executive sponsor who owns the success of implementing the intimacy/indispensability strategy.

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.
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.

You source and recruit your talent from outside of the sales organization for key accounts (e.g., your executive organization, external consultants , competitors). *
You source and recruit your talent from outside of the sales organization for key accounts (e.g., your executive organization, external consultants , competitors).

Sales leadership plays an active role in account planning and the sales process – they do not simply oversee and review the pipeline *
Sales leadership plays an active role in account planning and the sales process – they do not simply oversee and review the pipeline

You source and recruit your talent from outside of the sales organization for key accounts (e.g., your executive organization, external consultants , competitors). *
You source and recruit your talent from outside of the sales organization for key accounts (e.g., your executive organization, external consultants , competitors).

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. *
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.

In key accounts, little to no revenue comes from RFPs and competitive bidding situations. *
In key accounts, little to no revenue comes from RFPs and competitive bidding situations.