GrowthAdvantage Business Assessment

GrowthAdvantage™ by EPC

Business Needs Assessment

Find out what’s helping or holding back your revenue growth, where to focus next, and what kind of leadership could make the biggest difference.

About Your BusinessStep 1 of 13

Before you begin

Tell us about your business

Complete the assessment based on how your business operates today, not how you hope it will operate in the future. Honest answers create more useful recommendations.

Plan forApproximately 20 minutes. Your progress is saved in this browser.

Quick fit check

Before you begin, let’s make sure EPC is the right fit for where you are.

Is your business primarily B2B?

Is your company privately owned?

Approximately how many employees does your company have?

Your name

Business name

Email address

Your role

Industry

Primary business model

Annual revenue range

Years in business

Why are you taking this assessment?

Optional goal or desired outcome

What currently feels harder than it should?

EPC’s primary focus is established B2B companies. Businesses with fewer than 10 employees may still benefit from the assessment, but fractional executive support may not be the right next step.

Component 1 of 10

Commercial Leadership & Key-Person Dependency

Guiding questionIs the commercial function led with intention, or does it depend on one key person by default?

1. Commercial Direction

Which statement best describes your business today?

AWe go after opportunities as they appear. There is no defined commercial direction the team can act on without guidance from one key person.BWe have discussed where we want to go commercially, but the team does not consistently act on it without checking with a key person first.CMost of the team understands our commercial priorities, though a key person is still pulled in frequently to clarify or confirm direction.DCommercial priorities are clear, communicated, and the team uses them to make daily decisions without constant check-ins with a key person.EThe commercial direction is owned and acted on by the team. No single person must remain involved for the team to execute it.

2. Key-Person Dependency in Sales

Which statement best describes your business today?

AAlmost all meaningful sales conversations, decisions, or closes depend on one specific person, such as the founder, top rep, or key relationship holder.BThe team handles early-stage work, but one key person is usually needed for serious opportunities to move forward.CThe team can manage most of the pipeline, though a key person is still needed for larger, more complex, or relationship-sensitive opportunities.DThe team handles most commercial activity effectively. Key individuals step in by choice, not because the process depends on them.EThe commercial function runs without depending on any single person. The team closes business, manages relationships, and drives pipeline independently.

3. Commercial Accountability

Which statement best describes your business today?

AThere is no formal ownership of pipeline, revenue targets, or commercial outcomes beyond one key person.BWe have targets, but accountability for hitting them is mostly informal and still relies heavily on one key person.CMost commercial roles have clear targets, though follow-through varies and accountability is uneven.DPipeline, revenue, and commercial results are owned by specific people with regular review and clear expectations.ECommercial accountability is embedded in the team. People own outcomes, not just activities, and the results show it.

4. Commercial Communication

Which statement best describes your business today?

ACommercial priorities are shared mainly when something needs to happen. The team often relies on one key person for context and works from different assumptions.BWe communicate priorities, but it is inconsistent and the team often checks back with a key person when conditions change.CMost communication around commercial direction is clear, though alignment can drift and a key person is still pulled in to restore clarity.DCommercial priorities are communicated openly and consistently. The team knows what matters and why without routing routine questions through one person.EThe team has the commercial context needed to make good decisions independently, without relying on one key relationship holder or leader to interpret the situation.

5. Developing Commercial Leaders

Which statement best describes your business today?

AOnly one person can lead important commercial conversations or make meaningful commercial decisions.BThere are people developing commercially, but the business still depends on a key person and there is no consistent structure behind development.CWe are building commercial capability beyond our key people, though it is still informal and uneven.DDeveloping commercial leaders is intentional, with coaching, real exposure, and clear growth paths that reduce dependence on any one person.EThe business has commercial leadership depth and can grow without depending on any single person remaining constantly available and engaged.

Optional Commercial Leadership & Key-Person Dependency Metrics

Enter the most recent value available. Missing metrics do not lower your score.

Percentage of deals closed without direct involvement from the primary key person (last 90 days) Not currently tracked

Estimated hours per week the primary key person spends in direct sales or business development activity Not currently tracked

Ratio of team-sourced pipeline to pipeline sourced by the primary key person Not currently tracked

Component 2 of 10

Focus

Every business has more opportunities than it has time, people, or money to pursue. This section looks at how intentionally the business chooses priorities and directs resources toward what matters most.

Guiding questionIs the business investing its energy where it matters most?

6. Organizational Priorities

Which statement best describes your business today?

APriorities are mostly shaped by immediate customer needs and daily demands.BWe have priorities, but they often compete or shift when new opportunities appear.CWe have a clear set of priorities, although competing demands occasionally pull attention away.DPriorities are well defined, communicated, and guide most decisions.EEveryone understands the few highest priorities, and they consistently guide time, energy, and resources.

7. Resource Allocation

Which statement best describes your business today?

APeople, time, and budget are spread across many needs as they arise.BWe make thoughtful investments, although resource allocation is not always tied to the highest priorities.CMost investments support our priorities, with occasional activity that dilutes focus.DWe intentionally allocate people, time, and money toward the initiatives most likely to move the business forward.EResource decisions consistently reflect priorities, and we regularly assess whether investments are producing meaningful results.

8. Managing Distractions

Which statement best describes your business today?

AUrgent issues regularly take priority over important work.BWe recognize distractions but struggle to maintain focus when new opportunities or challenges emerge.CWe usually stay focused, although unexpected issues occasionally disrupt progress.DWe evaluate new opportunities carefully and protect the team’s focus on the work that matters most.EThe organization is disciplined and confidently says no to activities that do not support current priorities.

9. Investment Decisions

Which statement best describes your business today?

AMajor investments are usually made in response to immediate needs.BWe consider options carefully, but decisions rely mostly on experience and instinct.CWe use experience and available data to guide most investments.DWe use a consistent process to assess expected impact before committing significant resources.EWe confidently direct time, talent, and money toward opportunities most likely to strengthen the business.

10. Organizational Alignment

Which statement best describes your business today?

ATeams often pursue their own immediate priorities, which can make progress uneven.BMost teams understand the general direction, but alignment varies.CTeams generally work toward common priorities, although coordination can improve.DTeams collaborate effectively and align their work around shared priorities.EThe organization operates with a common focus, making it easier to execute, adapt, and build momentum.

Optional Focus Metrics

Enter the most recent value available. Missing metrics do not lower your score.

Number of active company-wide priorities Not currently tracked

Priority initiatives completed on time (%) Not currently tracked

Budget variance on major initiatives (%) Not currently tracked

Component 3 of 10

Market Demand

Sustainable growth begins with enough demand from the right customers. This section looks at how clearly the business understands its market, communicates value, and creates qualified opportunities.

Guiding questionIs there enough demand from the right customers to support sustainable growth?

11. Ideal Customer Clarity

Which statement best describes your business today?

AWe serve a broad mix of customers and learn who fits best through experience.BWe have a general sense of our best customers, but outreach is not always focused on them.CWe understand who our best-fit customers are, although we still pursue some opportunities outside that profile.DOur team clearly understands the customers we serve best and focuses most efforts accordingly.EA well-defined ideal customer profile consistently guides marketing, sales, service, and investment decisions.

12. Value Proposition

Which statement best describes your business today?

AWe describe our services or products clearly, but the reason to choose us is not always distinctive.BWe have a value message, though it varies by person or channel.CMost prospects understand the value we provide, although our message could be sharper.DOur value proposition is clear, consistent, and resonates with the customers we want to attract.EOur value proposition is distinctive, credible, and consistently attracts best-fit customers.

13. Market Visibility

Which statement best describes your business today?

AMost new business comes through existing relationships, referrals, or chance opportunities.BWe maintain some market presence, but awareness and opportunity flow are inconsistent.COur business is reasonably visible in its target market, with room to strengthen recognition.DWe maintain a consistent presence that regularly attracts qualified interest.EThe business is well recognized by its target market and benefits from a reliable flow of qualified opportunities.

14. Opportunity Generation

Which statement best describes your business today?

AThe flow of new opportunities varies widely from month to month.BWe generate opportunities, but quality and consistency fluctuate.CWe generally maintain a workable flow of opportunities, although some periods are stronger than others.DWe consistently generate qualified opportunities that support our goals.EDemand generation is predictable, measurable, and creates a healthy choice of qualified opportunities.

15. Market Adaptability

Which statement best describes your business today?

AWe learn about changes in customer needs mainly through day-to-day experience.BWe recognize market shifts, but adjustments often happen after demand has changed.CWe periodically review customer needs, competitors, and trends to guide decisions.DWe regularly monitor market changes and proactively adjust offerings or messaging.EUnderstanding and responding to market change is a competitive strength that creates new opportunities.

Optional Market Demand Metrics

Enter the most recent value available. Missing metrics do not lower your score.

Qualified opportunities generated per month Not currently tracked

Opportunity-to-customer conversion rate (%) Not currently tracked

Sales pipeline coverage or booked-work coverage Not currently tracked

Component 4 of 10

Customers

Winning a customer is only the beginning. This section looks at how consistently the business delivers value, earns loyalty, learns from customers, and creates advocacy.

Guiding questionAre customers staying, growing, and recommending the business?

16. Expectation Alignment

Which statement best describes your business today?

ACustomer expectations are established mainly through individual conversations and can vary by situation.BWe usually set expectations well, but occasional misunderstandings affect delivery.CMost customers know what to expect, with occasional gaps in communication.DOur team consistently sets clear expectations that align with the experience delivered.ECustomers know what to expect, and the business consistently delivers on those expectations.

17. Customer Experience

Which statement best describes your business today?

AThe customer experience depends significantly on the employee, project, product, or situation.BWe generally provide a positive experience, though consistency varies.CCustomers usually have a good experience, with identifiable areas to improve consistency.DWe consistently deliver a positive experience that builds trust and confidence.EThe customer experience is a clear competitive advantage and consistently reinforces the value of choosing us.

18. Customer Loyalty

Which statement best describes your business today?

ARevenue depends largely on continually finding new customers or one-time purchases.BWe have repeat customers, but loyalty and retention vary.CMany customers return or continue their relationship with us.DWe retain a high share of customers and regularly earn repeat or expanded business.ECustomers are highly loyal and consistently choose us over available alternatives.

19. Customer Feedback

Which statement best describes your business today?

AFeedback is gathered informally through normal customer conversations.BWe ask for feedback occasionally, but it is not used consistently.CWe regularly gather feedback and make improvements when themes emerge.DCustomer feedback is an important input to improving products, services, and experience.EListening to customers is embedded in the business and consistently shapes decisions and improvement.

20. Customer Advocacy

Which statement best describes your business today?

ARecommendations occur naturally, but we do not actively encourage or track them.BSome customers recommend us, though advocacy varies by relationship.CWe regularly receive referrals, reviews, or recommendations from satisfied customers.DWe intentionally create opportunities for customers to advocate for the business.ECustomer advocacy is a reliable source of trust, reputation, and new growth.

Optional Customers Metrics

Enter the most recent value available. Missing metrics do not lower your score.

Customer retention or repeat-purchase rate (%) Not currently tracked

Customer satisfaction or experience score Not currently tracked

Referral or recommendation rate (%) Not currently tracked

Component 5 of 10

Pipeline Structure & Sales Process

Guiding questionIs there a repeatable, documented process for moving opportunities from interest to close?

21. Sales Process Definition

Which statement best describes your business today?

AWe do not have a defined sales process. Each rep or conversation follows its own path.BWe have a general sense of how deals should move, but it is not documented or consistently followed.CWe have a defined process most of the team follows, though adherence and discipline vary.DA clear, documented sales process guides how opportunities are managed and advanced at every stage.EOur sales process is followed consistently, refined regularly, and is a real advantage over competitors who are winging it.

22. Pipeline Visibility

Which statement best describes your business today?

AWe do not have consistent visibility into what is in the pipeline, its stage, or when it is likely to close.BWe can see what is active, but stage definitions and close probability are unreliable.CWe have reasonable pipeline visibility, though accuracy and stage discipline could be meaningfully stronger.DWe have clear pipeline stages, defined entry and exit criteria, and consistent updates that give us reliable visibility.EOur pipeline is accurate, trusted, and gives leadership the confidence to forecast, plan, and invest.

23. Qualification Standards

Which statement best describes your business today?

AWe pursue most opportunities that show interest. There is no consistent way to qualify in or out.BWe have a general sense of what makes a good opportunity but do not apply it consistently across the team.CMost of the team uses a general qualification framework, though it is applied unevenly.DClear qualification criteria help the team focus on the right opportunities and deprioritize the ones that are unlikely to convert.EStrong qualification standards are a real advantage. The team rarely wastes time on poor-fit opportunities.

24. Follow-Up Consistency

Which statement best describes your business today?

AFollow-up happens when someone remembers or when a prospect reaches back out. It is not systematic.BWe follow up on most opportunities, but timing, frequency, and approach vary widely by person.CFollow-up is generally consistent, with some gaps in method or timing depending on the rep.DThe team follows a defined follow-up cadence with clear ownership, timing, and expected outcomes at each touch.EFollow-up is systematic, timely, and one of the reasons we close more than our competitors.

25. Conversion Tracking

Which statement best describes your business today?

AWe do not track how opportunities move through the pipeline. We mainly know what eventually closed.BWe have a general sense of where deals stall, but we do not measure conversion by stage in any consistent way.CWe track overall pipeline health but do not analyze stage-to-stage conversion consistently.DWe track and review stage-to-stage conversion rates and use them to identify where the process is breaking down.EConversion data is a core management tool. We know exactly where we win, where we lose, and why.

Optional Pipeline Structure & Sales Process Metrics

Enter the most recent value available. Missing metrics do not lower your score.

Average sales cycle length from first meaningful conversation to close (days) Not currently tracked

Stage-to-stage conversion rate at the most commonly stalled point in the pipeline Not currently tracked

Pipeline-to-target coverage ratio (total qualified pipeline vs. revenue target) Not currently tracked

Component 6 of 10

Sales Team & Commercial Capability

Guiding questionDoes the sales team have the clarity, skills, and structure to perform without the owner carrying the load?

26. Role Clarity in Commercial Roles

Which statement best describes your business today?

ASales and business development responsibilities are not clearly defined. People do what is needed in the moment.BMost commercial roles have a general description, but overlap, gaps, and account ownership ambiguity are common.CRoles are generally clear, with occasional uncertainty about account ownership, handoffs, or territory boundaries.DCommercial roles, territory or account ownership, handoffs, and escalation paths are clearly defined and consistently followed.ERole clarity in commercial functions enables independent action, clean handoffs, and predictable results without owner involvement.

27. Commercial Skills and Capability

Which statement best describes your business today?

ASelling relies heavily on relationships and individual experience. Formal skill development is not happening.BThe team has capable individuals, but real skill gaps exist and are not being addressed in any consistent way.CThe team handles most current opportunities, with known gaps that limit performance in certain situations or segments.DWe actively build commercial skills through coaching, structured training, and consistent feedback on real deals.EThe team's commercial capability is a genuine competitive advantage that compounds and improves over time.

28. Sales Coaching and Feedback

Which statement best describes your business today?

ACoaching happens informally in the moment when a problem appears. There is no structured approach.BWe provide some coaching, but it is inconsistent and usually triggered by a visible problem, not a development plan.CMost reps receive periodic feedback, though the quality and consistency vary significantly by manager.DStructured coaching and regular feedback are part of how we develop and improve the commercial team.EA strong coaching culture accelerates performance and is one of the reasons our team gets better over time.

29. Onboarding New Commercial Hires

Which statement best describes your business today?

ANew sales hires learn by watching and doing. There is no structured onboarding for commercial roles.BWe have some onboarding, but it is informal and does not consistently prepare new hires to perform independently.CNew hires receive useful orientation but often take longer to ramp than they should.DStructured onboarding gets new commercial hires to performance faster and more consistently than winging it.EOur onboarding is a real differentiator. New hires ramp quickly and contribute meaningfully within a defined window.

30. Retention of Commercial Talent

Which statement best describes your business today?

AWe have lost good commercial people and are not always clear on why. Turnover is higher than it should be.BRetention is generally acceptable, but losing a key commercial person creates outsized disruption to pipeline and relationships.CWe retain most of the commercial team, with occasional departures that cause temporary disruption.DCommercial talent stays because there is clarity, real coaching, growth opportunity, and visible future here.EWe are a destination for strong commercial people. Retention reflects a culture where good performers want to stay and grow.

Optional Sales Team & Commercial Capability Metrics

Enter the most recent value available. Missing metrics do not lower your score.

Average time to first meaningful quota attainment for new commercial hires (months) Not currently tracked

Voluntary commercial team turnover rate (last 12 months) Not currently tracked

Percentage of commercial team receiving structured coaching or feedback at least monthly Not currently tracked

Component 7 of 10

Revenue Predictability & Commercial Metrics

Guiding questionDoes the business know its commercial numbers well enough to make confident decisions?

31. Revenue Forecasting

Which statement best describes your business today?

AWe have a rough sense of where revenue will land, but forecasting is more instinct than data.BWe forecast revenue, but accuracy varies widely and surprises at quarter end are common.CRevenue forecasts are generally directionally correct, with room to improve precision and reduce variance.DWe produce reliable revenue forecasts based on pipeline data, close history, and consistent stage discipline.ERevenue forecasting is accurate and trusted, giving leadership the confidence to plan, hire, and invest with real data behind the decision.

32. Pipeline Coverage and Health

Which statement best describes your business today?

AWe do not measure pipeline coverage. We know what is active but not whether it is enough to hit the target.BWe have a sense of pipeline health but have not defined what adequate coverage actually looks like.CWe generally know if pipeline is adequate, though we do not always catch shortfalls early enough to fix them.DWe track pipeline coverage against targets and catch gaps before they show up in closed revenue.EPipeline health is monitored continuously. We act early when coverage or quality drops, never reactively.

33. Commercial Unit Economics

Which statement best describes your business today?

AWe do not consistently track metrics like cost of acquiring a customer, average deal size, or sales cycle length.BWe know some commercial metrics but do not actively use them to make decisions about where to invest or what to change.CKey commercial metrics are tracked, though we are not always sure what they are telling us or how to act on them.DWe use cost per acquisition, average deal size, sales cycle length, and win rate to guide commercial decisions.ECommercial unit economics are well understood and actively used to improve efficiency, profitability, and investment decisions.

34. Win and Loss Analysis

Which statement best describes your business today?

AWe know whether we won or lost, but we do not systematically understand why either happened.BWe review significant losses informally, but the lessons do not consistently change how we sell.CWe do some win/loss review and occasionally adjust our approach when clear patterns emerge.DRegular win/loss analysis improves how we qualify, position, handle objections, and close.EWin/loss insight is embedded in how we develop the team, refine our positioning, and respond to competitive pressure.

35. Commercial Performance Reporting

Which statement best describes your business today?

ACommercial performance is reviewed mainly when something goes wrong or when a period ends and we have to explain the results.BWe have reports available, but leadership does not review them consistently or act on what they show.CCommercial performance is reviewed regularly, though the reports could be sharper and more actionable.DTimely, reliable commercial reporting helps leaders make informed decisions about the team, pipeline, and investments.ECommercial reporting is a genuine management tool. Leaders act on it, the team trusts it, and it drives improvement week over week.

Optional Revenue Predictability & Commercial Metrics Metrics

Enter the most recent value available. Missing metrics do not lower your score.

Forecast accuracy: actual closed revenue vs. forecasted revenue at 30 days prior (percentage) Not currently tracked

Pipeline coverage ratio: total qualified pipeline vs. remaining revenue target Not currently tracked

Win rate: percentage of qualified opportunities that convert to closed business Not currently tracked

Component 8 of 10

Sales Infrastructure & CRM

Guiding questionDoes your commercial technology support the team, or does it create workarounds?

36. CRM Adoption and Discipline

Which statement best describes your business today?

AWe do not have a CRM, or we have one that most people do not use consistently. Deals live in email and memory.BWe have a CRM, but key information often lives in personal notes, spreadsheets, or individual inboxes instead.CMost of the team uses the CRM, though data quality and consistency vary by person.DOur CRM is used consistently and contains the information needed to manage pipeline, activity, and relationships.EThe CRM is the system of record for all commercial activity, and the team trusts and relies on it to do their work.

37. Visibility into Individual Performance

Which statement best describes your business today?

AWe have limited visibility into individual rep activity, pipeline ownership, or results without asking directly.BWe can get information about individual performance, but it takes manual effort to compile.CWe have reasonable visibility into individual performance, though some gaps exist and data is not always current.DLeadership has clear, timely visibility into each person's pipeline, activity, and results without having to dig for it.EIndividual performance data is available in real time and used routinely for coaching, decisions, and accountability.

38. Marketing and Sales System Alignment

Which statement best describes your business today?

AMarketing and sales use separate tools with no meaningful connection between them. Leads are handed off manually.BThere is some connection between systems, but leads and data do not flow cleanly and things fall through the gaps.CMarketing and sales systems are reasonably connected, with known gaps in the handoff that cost us follow-through.DMarketing activity and sales pipeline are connected, giving visibility into what is generating qualified opportunity.EIntegrated technology creates a clear picture from first touch to closed revenue, with no meaningful gaps in the handoff.

39. Outreach and Communication Tools

Which statement best describes your business today?

AOutreach happens through personal email and phone with no supporting structure, sequence, or tracking.BWe have some tools, but the team uses them inconsistently and outcomes are hard to attribute.CThe team has useful communication tools and generally uses them, though coverage and consistency vary by person.DOutreach tools support consistent, trackable activity across the commercial team with visibility into what is landing.EOur outreach infrastructure enables the team to engage prospects efficiently, at the right volume, and with measurable results.

40. Commercial Reporting Access

Which statement best describes your business today?

ACommercial reporting requires significant manual effort and is often not available when decisions need to be made.BWe can produce reports, but it takes time and the output is not always trusted or acted on.CMost needed reports are accessible, though some require manual reconciliation before they are usable.DCommercial dashboards are timely, reliable, and reviewed regularly by the people who need to act on them.EReal-time commercial reporting removes guesswork and consistently helps the team and leadership make faster, better decisions.

Optional Sales Infrastructure & CRM Metrics

Enter the most recent value available. Missing metrics do not lower your score.

CRM adoption rate: percentage of active opportunities with complete, current data (stage, contact, last activity) Not currently tracked

Hours per week spent manually compiling commercial reports or reconciling data across systems Not currently tracked

Percentage of commercial outreach activity tracked in the CRM vs. happening outside it Not currently tracked

Component 9 of 10

Execution

Good ideas create value only when the business follows through. This section looks at priority execution, ownership, coordination, problem solving, and performance cadence.

Guiding questionDoes the organization consistently turn priorities into results?

41. Translating Priorities into Action

Which statement best describes your business today?

AImportant initiatives often begin with energy but compete with daily work.BWe define actions for major priorities, though plans may lack detail or consistency.CMost priorities are translated into practical plans with milestones.DClear plans connect priorities to actions, resources, owners, and measures.EThe organization consistently converts priorities into coordinated action and measurable progress.

42. Ownership

Which statement best describes your business today?

AInitiatives often depend on the owner or senior leaders to keep them moving.BOwners are assigned, though authority or expectations may not always be clear.CMost important work has clear ownership, with occasional gaps in follow-through.DOwners have clear authority, expectations, and support to deliver results.EStrong ownership enables people to act decisively, solve problems, and sustain momentum.

43. Coordination

Which statement best describes your business today?

ATeams coordinate primarily through meetings, messages, and individual follow-up.BCoordination works in many cases, though dependencies can create delays.CTeams generally coordinate well, with occasional issues across functions or priorities.DDependencies, handoffs, and shared decisions are managed proactively.ECross-functional coordination is a strength that improves speed, quality, and adaptability.

44. Removing Barriers

Which statement best describes your business today?

AProblems are usually addressed after they begin affecting deadlines or customers.BTeams resolve issues, though escalation and decision making can be slow.CMost barriers are identified and addressed before they significantly disrupt progress.DLeaders regularly surface risks, remove barriers, and redirect resources when needed.EThe organization anticipates obstacles and resolves them quickly without losing focus or momentum.

45. Performance Cadence

Which statement best describes your business today?

AProgress is reviewed mainly when a deadline, issue, or customer need requires attention.BWe hold status discussions, but measures and follow-up vary.CMost important work has milestones or measures that are reviewed periodically.DLeaders regularly review progress, address risks, and adjust resources.EA consistent performance rhythm keeps priorities visible and enables timely course correction.

Optional Execution Metrics

Enter the most recent value available. Missing metrics do not lower your score.

Priority or project completion rate (%) Not currently tracked

On-time milestone completion (%) Not currently tracked

Action-item completion rate (%) Not currently tracked

Component 10 of 10

Commercial Adaptability

Guiding questionIs the commercial model evolving, or is the business relying on what has always worked?

46. Learning from Commercial Outcomes

Which statement best describes your business today?

AWe review commercial results mainly when something goes wrong or a big deal is lost. Lessons are informal and rarely stick.BWe discuss outcomes after significant events, but the lessons do not consistently change how we approach the next one.CTeams review commercial results regularly and apply useful lessons, though the approach is inconsistent across the organization.DThe business has a consistent way to capture commercial learning and use it to improve future decisions and team development.ECommercial learning compounds across the organization. The team gets measurably better over time because of how we capture and apply what we know.

47. Adapting to Market and Buyer Changes

Which statement best describes your business today?

AWe adjust when buyers or market conditions force it, often after we have already felt the impact on pipeline.BWe respond to commercial changes, though the transition is usually reactive and disruptive to the team.CWe generally adapt to shifting buyer needs and market conditions while maintaining acceptable performance.DWe anticipate commercial changes and adjust messaging, positioning, or team focus proactively.EAdaptability is a commercial strength. The team stays ahead of market shifts rather than catching up to them.

48. Refreshing the Value Proposition

Which statement best describes your business today?

AOur value proposition is essentially what it was when the business was founded. It has not been deliberately updated.BWe update messaging occasionally, but it is not driven by a disciplined review of what buyers actually need today.CWe periodically revisit how we position the business and update messaging when clear gaps or misalignment appears.DWe intentionally evaluate how buyers are changing and update our value proposition and messaging accordingly.EOur value proposition is continuously refined based on buyer feedback, win/loss patterns, and market movement. It stays sharp.

49. Entering New Markets or Segments

Which statement best describes your business today?

AExpanding commercially depends entirely on leadership and usually stretches the current team to a breaking point.BWe can pursue new segments, but it is harder than expected, takes longer than planned, and pulls attention from existing business.CWe can enter new markets or segments with manageable disruption and reasonable speed, though it is rarely clean.DCommercial expansion is planned carefully, with the right roles, enablement, and support in place before the launch.EThe commercial organization can enter new markets without sacrificing current performance or creating unnecessary strain on the team.

50. Long-Term Commercial Positioning

Which statement best describes your business today?

AWe focus primarily on current customers and near-term opportunities. Long-term commercial positioning is not something we actively work on.BWe discuss how the business needs to evolve commercially, but immediate demands almost always pull attention back.CWe periodically evaluate how our commercial positioning needs to shift as customers and markets evolve.DWe actively update our go-to-market approach, ideal customer profile, and offerings as competitive and market conditions change.EThe commercial model continuously strengthens its relevance. The business is well positioned for where the market is going, not just where it has been.

Optional Commercial Adaptability Metrics

Enter the most recent value available. Missing metrics do not lower your score.

Number of commercial model changes implemented in the last 12 months (ICP refinement, pricing, channel, messaging) Not currently tracked

Percentage of revenue from market segments or buyer types not served two years ago Not currently tracked

Time elapsed since the value proposition or core positioning was last formally reviewed Not currently tracked

Business Evidence

Additional context

These responses help EPC interpret your scores in the context of your business.

What do you believe the business does especially well today?

What one change would make the greatest positive difference over the next 90 days?

Is there anything else EPC should understand when reviewing your assessment?

Leadership Fit

What do you need a revenue leader to own?

Your scores identify where revenue is constrained. These questions help determine the type and level of B2B revenue leadership that best fits the work.

Select all that apply. Personally generate or close new business Build or rebuild the sales function Hire salespeople Manage and coach the sales team Build marketing and demand generation Develop go-to-market strategy Build partnerships, channels, or new markets Improve customer retention and expansion Own revenue across multiple commercial functions I'm not sure. Recommend what the business needs.

What level of leadership do you believe you need?

How involved should this leader be in day-to-day execution?

Who currently owns revenue leadership?

Final Reflection

Review and submit

Your responses will be reviewed to identify your strongest commercial capabilities, highest-value revenue opportunities, and the Growth Multipliers™ most likely to create meaningful positive impact.

Your Growth Score is a current snapshot, not a grade. Your personalized Growth Report will appear on screen immediately after you submit your assessment.

What is your current monthly investment capacity for fractional commercial leadership support?

Would you like EPC to explore potential fractional leadership support?

Optional. If you select yes, EPC will review your assessment and may identify potential fractional revenue leaders whose experience aligns with your needs. No candidate is automatically selected, contacted, or introduced.

Would you like EPC to follow up about potential fractional leadership options?

If I request an introduction to a fractional revenue leader through EPC, I understand that EPC provides sourcing, matching, and introduction services and that any resulting engagement will be arranged through EPC. Additional engagement terms will be provided before an introduction or engagement proceeds.

Know another business or revenue leader EPC should meet?

Optional. Refer a B2B business that may benefit from fractional revenue leadership or an experienced fractional revenue leader who may be a strong fit for the EPC network.

I’d like to make a referral.

Who are you referring?

Referral name

Referral email

Company, if applicable

Why do you think EPC should connect with them?

I have permission to share this person’s contact information with EPC.

I confirm that these answers reflect how the business operates today to the best of my knowledge.I agree to the published Terms, Privacy, Confidentiality, and Data Use provisions.

Questions? Contact experience@emergencepc.com.

Your Growth Report

Your GrowthAdvantage™ Results

Overall Growth Score / 100

GrowthAdvantage™ by Emergence Partners Consulting

At a Glance

✓

strong commercial capabilities

high-impact constraints

↗

growth opportunities to prioritize

Leadership profile indicated

Business Performance Scorecard

What the Assessment Is Telling You

✓

Strongest Areas of Momentum

Highest-Impact Constraints

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Highest-Value Growth Opportunities

Recommended Leadership Profile

This is a leadership profile recommendation, not an automatic candidate match. EPC reviews potential leaders separately before any introduction.

Your 90-Day Growth Path

Priority Investments

Growth Multipliers™

90-Day Growth Plan

Review & Adjust

Review progress at 30, 60 and 90 days
Keep focus on the few changes producing the greatest commercial impact

Detailed Findings

Your assessment has also been submitted to EPC. A PDF version is generated separately for EPC records and follow-up.

If you asked EPC to explore fractional leadership support, that review happens separately. No candidate matches are automatically displayed or sent from this assessment.

Questions about your results? Contact experience@emergencepc.com.