GTMRx

Step 1 of 3 · Rank your priorities

Rank the seven areas from most critical to least.

Put your company's most critical go-to-market area at the top. You'll then work through the questions for your #1 area.

  1. 01New Business & OutboundMost critical
  2. 02Executive Leadership & Strategy
  3. 03Marketing & Demand Generation
  4. 04Sales Management & Coaching
  5. 05Revenue Operations & Enablement
  6. 06Customer Success & Account Growth
  7. 07Product, Offer & Pricing

Free preview · 7 areas · 98 statements

The complete assessment at a glance

Explore every statement before you decide. The free priority assessment scores your most-critical area; paid or complimentary access includes scoring all seven areas and your full results.

1 · Ad hoc
No defined process; results depend on heroics.

2 · Emerging
Some practices, inconsistent; little data.

3 · Defined
Documented, mostly followed; outcome data.

4 · Managed
Consistent, leading indicators, improved regularly.

5 · Optimized
Continuous improvement is the culture.

01New Business & Outbound · 14 questions
  1. 3.01Sellers understand and consistently pursue the target customer profile defined in the strategy.
  2. 3.02Sellers see themselves as solving client problems, not pushing products.
  3. 3.03Qualification and discovery standards prevent poor-fit deals from entering the pipeline.
  4. 3.04Sellers build long-term client relationships rather than winning on discounting.
  5. 3.05The sales process is documented, followed, and improved based on win/loss evidence.
  6. 3.06New sellers receive structured onboarding on process, buyers, and offer.
  7. 3.07Sellers get regular help from managers on deals, not just pipeline inspection.
  8. 3.08Sellers report honest deal status and risks without pressure to sandbag or inflate.
  9. 3.09Sellers easily get help from pre-sales, product, and delivery to serve clients.
  10. 3.10Sellers are given proven methods and tools, not just 'push harder' messaging.
  11. 3.11Seller behavior is not driven to short-term quota games (end-of-quarter discounting, pull-ins).
  12. 3.12Sellers have the tools, content, and admin support to spend time with clients.
  13. 3.13Sellers have ongoing skill development in consultative and value-based selling.
  14. 3.14Sellers contribute field insight to improve the GTM system.
02Executive Leadership & Strategy · 14 questions
  1. 1.01A written GTM strategy (ICP (Ideal Customer Profile), value proposition, growth priorities) is stable for 2-3 years and guides annual choices.
  2. 1.02Leaders personally model a system-improvement mindset and treat GTM problems as system problems, not people problems.
  3. 1.03Leadership reviews leading process indicators, not just end-of-quarter revenue results.
  4. 1.04Partner, vendor, and channel choices are based on total value and long-term fit, not lowest cost.
  5. 1.05A regular cadence (e.g., quarterly) exists to review and improve the end-to-end GTM system.
  6. 1.06Leaders are trained to understand variation and read GTM data correctly.
  7. 1.07Executives spend time removing obstacles for GTM teams rather than only reviewing performance.
  8. 1.08People can raise bad news (missed forecasts, lost deals, broken processes) without blame.
  9. 1.09Marketing, Sales, CS, and Product share common goals, definitions, and a joint operating rhythm.
  10. 1.10Growth targets are paired with a specific plan and methods, not just motivational messaging.
  11. 1.11Targets are set with an understanding of process capability, not arbitrary stretch numbers.
  12. 1.12Performance systems do not rely on forced rankings that pit GTM teams against each other.
  13. 1.13Leadership invests in its own learning on GTM, customer needs, and systems thinking.
  14. 1.14A named leader and cross-functional team own the GTM transformation roadmap.
03Marketing & Demand Generation · 14 questions
  1. 2.01Marketing messaging and ICP (Ideal Customer Profile) stay consistent over time and align to the long-term GTM strategy.
  2. 2.02Marketing measures success by customer value created and pipeline quality, not activity volume.
  3. 2.03Lead quality is designed upfront (clear ICP (Ideal Customer Profile), fit criteria) rather than filtered after handoff.
  4. 2.04Agencies, data vendors, and tools are chosen for quality and fit rather than lowest price.
  5. 2.05Campaigns are run as experiments (plan-do-study-act) with learnings documented and reused.
  6. 2.06Marketers are trained on the ICP (Ideal Customer Profile), buyer journey, and product value, not just tools.
  7. 2.07Marketing leaders coach on method and customer insight, not only on MQL counts.
  8. 2.08Team members can report failed campaigns or bad-fit leads without fear.
  9. 2.09Marketing and Sales agree on lead definitions, handoff SLAs, and feedback loops.
  10. 2.10Messaging is grounded in customer evidence, not slogans or internal buzzwords.
  11. 2.11Marketing goals are not set as arbitrary MQL quotas that drive low-quality volume.
  12. 2.12Marketers have the data, tools, and time to do quality work they are proud of.
  13. 2.13Marketing staff have ongoing development in buyer research, content, and analytics.
  14. 2.14Marketing actively contributes ideas and owns parts of the GTM improvement plan.
04Sales Management & Coaching · 14 questions
  1. 4.01Managers reinforce the long-term strategy in deal and territory decisions.
  2. 4.02Managers view their role as improving the system their team works within.
  3. 4.03Managers inspect process quality (discovery, stage criteria) early, not just deal outcomes at close.
  4. 4.04Managers discourage deep discounting and prioritize high-value, long-term clients.
  5. 4.05Managers run regular team reviews to identify and fix recurring process issues.
  6. 4.06Managers use a consistent coaching model and cadence.
  7. 4.07Managers spend meaningful time coaching skills and deals each week.
  8. 4.08Pipeline reviews are safe, honest conversations rather than interrogations.
  9. 4.09Managers collaborate with marketing, CS, and product leaders on shared problems.
  10. 4.10Managers provide concrete methods when performance falls short.
  11. 4.11Managers distinguish system variation from individual performance before acting.
  12. 4.12Managers remove admin burden and blockers that frustrate sellers.
  13. 4.13Managers receive leadership and coaching development themselves.
  14. 4.14Managers actively champion and lead GTM improvements with their teams.
05Revenue Operations & Enablement · 14 questions
  1. 5.01Systems and data investments follow a multi-year GTM roadmap rather than ad hoc requests.
  2. 5.02RevOps acts as the owner of the GTM system design, not just a reporting function.
  3. 5.03Data quality is built in at entry (required fields, definitions) instead of cleaned later.
  4. 5.04Tech stack decisions consider total cost, adoption, and integration, not license price.
  5. 5.05RevOps runs a continuous improvement backlog for process, data, and tools.
  6. 5.06Enablement is role-based, ongoing, and tied to the actual sales process.
  7. 5.07RevOps provides insights that help leaders improve, not just scorecards.
  8. 5.08People can report data issues and process workarounds openly.
  9. 5.09One shared source of truth and definitions exists across Marketing, Sales, and CS.
  10. 5.10Dashboards explain process drivers, not just display targets.
  11. 5.11Compensation and targets are designed with an understanding of process capability.
  12. 5.12Tools are easy to use and reduce, rather than add, work for client-facing teams.
  13. 5.13RevOps and enablement staff grow skills in analytics and process design.
  14. 5.14RevOps coordinates the cross-functional improvement roadmap.
06Customer Success & Account Growth · 14 questions
  1. 6.01Client retention and growth are a stated, long-term strategic priority.
  2. 6.02CS focuses on client outcomes and value realization, not ticket closure.
  3. 6.03Onboarding is designed to prevent client issues rather than fix them later.
  4. 6.04Client relationships are built on trust and value, not renewal discounts.
  5. 6.05CS uses client feedback to improve onboarding, delivery, and the offer.
  6. 6.06CS staff are trained on the offer, client industries, and value conversations.
  7. 6.07CS leaders coach on client outcomes and relationship health.
  8. 6.08CS can escalate client risk early without blame.
  9. 6.09Sales-to-CS handoffs are smooth with shared account plans.
  10. 6.10Client health is managed through methods and plays, not just retention targets.
  11. 6.11Renewal and expansion targets do not drive behavior that harms the client relationship.
  12. 6.12CS has the capacity and tools to deliver work they are proud of.
  13. 6.13CS team members have development paths and ongoing learning.
  14. 6.14CS contributes client voice to the GTM transformation.
07Product, Offer & Pricing · 14 questions
  1. 7.01The offer roadmap reflects a stable, long-term view of target client needs.
  2. 7.02Product and offer decisions start from client problems and outcomes.
  3. 7.03Offers are validated with clients before launch rather than fixed after sales feedback.
  4. 7.04Pricing reflects value delivered and supports long-term relationships.
  5. 7.05Offer and pricing performance is reviewed and refined regularly.
  6. 7.06GTM teams are trained on each offer's value, use cases, and differentiation.
  7. 7.07Product leaders help GTM teams succeed with offers through clear support.
  8. 7.08Teams can openly report offer gaps or pricing problems.
  9. 7.09Product works with Sales, Marketing, and CS on launch and feedback.
  10. 7.10Value propositions are specific and evidence-based, not generic claims.
  11. 7.11Offer success is measured by client adoption and value, not only bookings targets.
  12. 7.12Teams have clear positioning, pricing tools, and approval rules to sell with confidence.
  13. 7.13Product and offer staff learn continuously about markets and clients.
  14. 7.14Product owns its part of the GTM transformation plan.