GTM Rx · Complete assessment
Complete Seven-Area Assessment
A complete view of your go-to-market maturity, priorities and improvement opportunities.
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Free preview · 7 areas · 98 statements
The complete assessment at a glance
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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
- 3.01Sellers understand and consistently pursue the target customer profile defined in the strategy.
- 3.02Sellers see themselves as solving client problems, not pushing products.
- 3.03Qualification and discovery standards prevent poor-fit deals from entering the pipeline.
- 3.04Sellers build long-term client relationships rather than winning on discounting.
- 3.05The sales process is documented, followed, and improved based on win/loss evidence.
- 3.06New sellers receive structured onboarding on process, buyers, and offer.
- 3.07Sellers get regular help from managers on deals, not just pipeline inspection.
- 3.08Sellers report honest deal status and risks without pressure to sandbag or inflate.
- 3.09Sellers easily get help from pre-sales, product, and delivery to serve clients.
- 3.10Sellers are given proven methods and tools, not just 'push harder' messaging.
- 3.11Seller behavior is not driven to short-term quota games (end-of-quarter discounting, pull-ins).
- 3.12Sellers have the tools, content, and admin support to spend time with clients.
- 3.13Sellers have ongoing skill development in consultative and value-based selling.
- 3.14Sellers contribute field insight to improve the GTM system.
02Executive Leadership & Strategy · 14 questions
- 1.01A written GTM strategy (ICP (Ideal Customer Profile), value proposition, growth priorities) is stable for 2-3 years and guides annual choices.
- 1.02Leaders personally model a system-improvement mindset and treat GTM problems as system problems, not people problems.
- 1.03Leadership reviews leading process indicators, not just end-of-quarter revenue results.
- 1.04Partner, vendor, and channel choices are based on total value and long-term fit, not lowest cost.
- 1.05A regular cadence (e.g., quarterly) exists to review and improve the end-to-end GTM system.
- 1.06Leaders are trained to understand variation and read GTM data correctly.
- 1.07Executives spend time removing obstacles for GTM teams rather than only reviewing performance.
- 1.08People can raise bad news (missed forecasts, lost deals, broken processes) without blame.
- 1.09Marketing, Sales, CS, and Product share common goals, definitions, and a joint operating rhythm.
- 1.10Growth targets are paired with a specific plan and methods, not just motivational messaging.
- 1.11Targets are set with an understanding of process capability, not arbitrary stretch numbers.
- 1.12Performance systems do not rely on forced rankings that pit GTM teams against each other.
- 1.13Leadership invests in its own learning on GTM, customer needs, and systems thinking.
- 1.14A named leader and cross-functional team own the GTM transformation roadmap.
03Marketing & Demand Generation · 14 questions
- 2.01Marketing messaging and ICP (Ideal Customer Profile) stay consistent over time and align to the long-term GTM strategy.
- 2.02Marketing measures success by customer value created and pipeline quality, not activity volume.
- 2.03Lead quality is designed upfront (clear ICP (Ideal Customer Profile), fit criteria) rather than filtered after handoff.
- 2.04Agencies, data vendors, and tools are chosen for quality and fit rather than lowest price.
- 2.05Campaigns are run as experiments (plan-do-study-act) with learnings documented and reused.
- 2.06Marketers are trained on the ICP (Ideal Customer Profile), buyer journey, and product value, not just tools.
- 2.07Marketing leaders coach on method and customer insight, not only on MQL counts.
- 2.08Team members can report failed campaigns or bad-fit leads without fear.
- 2.09Marketing and Sales agree on lead definitions, handoff SLAs, and feedback loops.
- 2.10Messaging is grounded in customer evidence, not slogans or internal buzzwords.
- 2.11Marketing goals are not set as arbitrary MQL quotas that drive low-quality volume.
- 2.12Marketers have the data, tools, and time to do quality work they are proud of.
- 2.13Marketing staff have ongoing development in buyer research, content, and analytics.
- 2.14Marketing actively contributes ideas and owns parts of the GTM improvement plan.
04Sales Management & Coaching · 14 questions
- 4.01Managers reinforce the long-term strategy in deal and territory decisions.
- 4.02Managers view their role as improving the system their team works within.
- 4.03Managers inspect process quality (discovery, stage criteria) early, not just deal outcomes at close.
- 4.04Managers discourage deep discounting and prioritize high-value, long-term clients.
- 4.05Managers run regular team reviews to identify and fix recurring process issues.
- 4.06Managers use a consistent coaching model and cadence.
- 4.07Managers spend meaningful time coaching skills and deals each week.
- 4.08Pipeline reviews are safe, honest conversations rather than interrogations.
- 4.09Managers collaborate with marketing, CS, and product leaders on shared problems.
- 4.10Managers provide concrete methods when performance falls short.
- 4.11Managers distinguish system variation from individual performance before acting.
- 4.12Managers remove admin burden and blockers that frustrate sellers.
- 4.13Managers receive leadership and coaching development themselves.
- 4.14Managers actively champion and lead GTM improvements with their teams.
05Revenue Operations & Enablement · 14 questions
- 5.01Systems and data investments follow a multi-year GTM roadmap rather than ad hoc requests.
- 5.02RevOps acts as the owner of the GTM system design, not just a reporting function.
- 5.03Data quality is built in at entry (required fields, definitions) instead of cleaned later.
- 5.04Tech stack decisions consider total cost, adoption, and integration, not license price.
- 5.05RevOps runs a continuous improvement backlog for process, data, and tools.
- 5.06Enablement is role-based, ongoing, and tied to the actual sales process.
- 5.07RevOps provides insights that help leaders improve, not just scorecards.
- 5.08People can report data issues and process workarounds openly.
- 5.09One shared source of truth and definitions exists across Marketing, Sales, and CS.
- 5.10Dashboards explain process drivers, not just display targets.
- 5.11Compensation and targets are designed with an understanding of process capability.
- 5.12Tools are easy to use and reduce, rather than add, work for client-facing teams.
- 5.13RevOps and enablement staff grow skills in analytics and process design.
- 5.14RevOps coordinates the cross-functional improvement roadmap.
06Customer Success & Account Growth · 14 questions
- 6.01Client retention and growth are a stated, long-term strategic priority.
- 6.02CS focuses on client outcomes and value realization, not ticket closure.
- 6.03Onboarding is designed to prevent client issues rather than fix them later.
- 6.04Client relationships are built on trust and value, not renewal discounts.
- 6.05CS uses client feedback to improve onboarding, delivery, and the offer.
- 6.06CS staff are trained on the offer, client industries, and value conversations.
- 6.07CS leaders coach on client outcomes and relationship health.
- 6.08CS can escalate client risk early without blame.
- 6.09Sales-to-CS handoffs are smooth with shared account plans.
- 6.10Client health is managed through methods and plays, not just retention targets.
- 6.11Renewal and expansion targets do not drive behavior that harms the client relationship.
- 6.12CS has the capacity and tools to deliver work they are proud of.
- 6.13CS team members have development paths and ongoing learning.
- 6.14CS contributes client voice to the GTM transformation.
07Product, Offer & Pricing · 14 questions
- 7.01The offer roadmap reflects a stable, long-term view of target client needs.
- 7.02Product and offer decisions start from client problems and outcomes.
- 7.03Offers are validated with clients before launch rather than fixed after sales feedback.
- 7.04Pricing reflects value delivered and supports long-term relationships.
- 7.05Offer and pricing performance is reviewed and refined regularly.
- 7.06GTM teams are trained on each offer's value, use cases, and differentiation.
- 7.07Product leaders help GTM teams succeed with offers through clear support.
- 7.08Teams can openly report offer gaps or pricing problems.
- 7.09Product works with Sales, Marketing, and CS on launch and feedback.
- 7.10Value propositions are specific and evidence-based, not generic claims.
- 7.11Offer success is measured by client adoption and value, not only bookings targets.
- 7.12Teams have clear positioning, pricing tools, and approval rules to sell with confidence.
- 7.13Product and offer staff learn continuously about markets and clients.
- 7.14Product owns its part of the GTM transformation plan.