First name

How strong are the six capabilities behind your business development approach?

Our message explains our expertise more than the buyer’s situation.

Buyers may understand what we do, but not why it matters to them now.

Our message is not tied to a specific buyer trigger or situation.

We're not sure which buyer problem should lead the message.

Buyers only seem to understand our value after a conversation.

Our point of view isn't clear or distinctive enough.

Buyers understand what we do, but not how we see the problem differently.

Different people in the firm describe our value in different ways.

We're not sure which part of our message is confusing buyers.

We have strong experience, but not enough visible proof.

We rely too heavily on conversations to build buyer confidence.

We have examples, but they aren't presented clearly enough to build confidence.

We're not sure which trust signals would matter most to buyers.

We ask for a conversation before offering a useful, low-friction next step.

Our next step may feel too big, vague, or sales-oriented.

We don't give buyers enough value before asking them to engage.

We don't make the next step feel specific and useful enough.

We're not sure which next step buyers would actually find useful.

Buyers often reach the conversation without enough context or preparation.

The conversation starts with too much explaining and not enough diagnosing.

We move to solutions before fully understanding the buyer’s current state, obstacles, and desired outcome.

We don't ask enough useful questions to uncover what is really driving the buyer’s decision.

We're not always clear on the best next step after the conversation.

Our ideas and proof are useful, but not packaged into assets buyers can easily share.

Our core ideas are not expressed consistently enough for buyers to remember and repeat internally.

Our buyer-facing assets don't reinforce a clear, consistent market position.