When buyers have a need you are well positioned to solve, how confident are you that your organization comes to mind before they hear from your team? *

Very confident: buyers often think of us first for the right need

Mostly confident: buyers know us, but we are not always the first name they think of

Somewhat confident: some buyers know us, but we often have to build recognition

Not confident: buyers often overlook us until we actively pursue them

When buyers, prospects, or referral sources describe your organization, do they associate you with what you want to be known for? *

Yes, consistently: they describe us in language that closely matches how we want to be known

Usually: they understand us, with some gaps or simplification

Sometimes: descriptions vary, feel incomplete, or capture only part of our value

Rarely: they misunderstand us, miscategorize us, or struggle to explain why we matter

What are you basing your answers on? Select any that apply (does not affect your score): *

Before buyers speak with your team, how easy is it for them to find credible proof you can solve problems like theirs? *

Very clear: we know the problems that should trigger buyers to think of us

Mostly clear: buyers usually understand where we fit, but the trigger is not as sharp

Somewhat clear: we solve important problems, but buyers may not know when to think of us

Not clear: buyers often need significant explanation to understand why we matter

When buyers enter a conversation with your organization, how much work does your team usually have to do to establish credibility and reduce risk? *

Very little: buyers usually arrive with enough confidence to focus on fit, specifics, and next steps

Some: buyers generally see us as credible, but we still need to reinforce proof and relevance

A lot: we often need to explain or prove our credibility before the conversation can move forward

A great deal: buyers often arrive skeptical, uncertain, or unfamiliar, and we have to build confidence from scratch

When buyers enter an active buying process, how often does your organization appear to start with an inclusion advantage, such as already being on the buyer’s short list? *

Very often: buyers already know, trust, or expect to include us before formal evaluation begins

Often: buyers usually have some familiarity with us, though inclusion is not automatic

Sometimes: buyers may know of us, but we often have to earn serious consideration

Rarely: we usually have to create familiarity and consideration after the opportunity is already active

How much does existing familiarity or Preference reduce the effort needed to convert active opportunities? *

Significantly: it helps us open, advance, and win opportunities with less friction

Somewhat: it helps, but sales still has to build much of the confidence and momentum

Limited: most opportunities require substantial education, reassurance, or persuasion

Very little: weak familiarity or Preference slows sales, increases effort, or creates more price pressure

How aligned is your executive team on who the business needs to win and why those buyers should choose you? *

Highly aligned: leaders share a clear view of the target buyer, the value we need to be known for, and why we should win

Mostly aligned: leaders generally agree, though interpretations vary across functions or priorities

Partially aligned: leaders have different views of the buyer, our value, or what creates advantage

Not aligned: there is no clear shared view of who we need to win, why buyers should choose us, or what makes us different

When major business decisions are made, how consistently does leadership consider whether those decisions strengthen your market position and make you easier to choose? *

Very consistently: leaders clearly consider whether decisions strengthen our position and make us easier to choose

Mostly consistently: they are considered, though not always across every function or decision

Inconsistently: they come up in some conversations, but are not a consistent leadership filter

Rarely: decisions are mostly driven by internal priorities, with limited attention to market position or buyer choice

Overall, how confident are you that your answers are supported by evidence? This helps calibrate your results and does not affect your score. *

Highly confident: my answers are supported by buyer feedback, commercial data, or repeated patterns across the business

Mostly confident: my answers are based on a mix of observed patterns and leadership judgment

Somewhat confident: my answers are based mostly on internal perception or anecdotal evidence

Not confident: we do not have enough visibility to answer these questions confidently