A. We consistently generate enough qualified opportunities to support our growth targets.

B. We generate opportunities, but the flow can be inconsistent from month to month.

C. We regularly need to push hard to find enough new opportunities.

D. New business is largely dependent on referrals, personal relationships, or occasional opportunities, and there is no predictable lead-generation system.

A. We have a defined sales process and consistently convert a strong percentage of qualified opportunities.

B. We convert reasonably well, but there is room to improve how we follow up and close opportunities.

C. We lose a significant number of good opportunities and aren't always sure why.

D. We don't have a consistent sales process, or we don't know our actual conversion rate.

A. Customers regularly buy multiple products or services from us, and we actively identify these opportunities.

B. We have additional products or services, but we don't consistently introduce them to existing customers.

C. Most customers buy only one main product or service from us.

D. We have little or no strategy for increasing the number of products or services each customer buys.

A. We have strong repeat business and deliberately encourage customers to buy again.

B. We have repeat customers, but we could be doing more to increase the frequency of purchases.

C. Repeat business happens, but largely because customers contact us when they need something.

D. Most customers buy once and there is little structured follow-up to bring them back.

A. We have clear ways to increase customer value through upselling, cross-selling, packages or higher-value solutions.

B. We do some upselling or cross-selling, but it isn't consistent.

C. Customers often choose lower-value options and we don't have a clear strategy to increase their spend.

D. We mainly sell the same basic service or product and haven't really explored how much more each customer could be worth.

A. We regularly review expenses, understand our cost structure and actively manage unnecessary costs.

B. We keep an eye on expenses, but we know there are areas we could manage better.

C. Expenses have been increasing and are putting pressure on profitability.

D. We don't have a clear picture of where money is being spent or where unnecessary costs may exist.

Our margins are healthy, understood and aligned with what we expect from the business.

B. We are profitable, but we believe our margins could be stronger.

C. Revenue looks healthy, but the profit left at the end of the month is disappointing.

D. We aren't sure what our true profit margin is, or profitability is a significant concern.

A. Our team has clear priorities, responsibilities and processes, and most people's time is focused on high-value work.

B. We are productive overall, but there are areas where time, capacity or accountability could be improved.

C. We are constantly busy, but too much time is spent on low-value work, firefighting or unnecessary tasks.

D. I often feel that the business depends too heavily on me, and I don't have confidence that the team is operating at its potential.

A. We have good visibility of cash coming in and going out, and cash flow is predictable.

B. Cash flow is generally manageable, but certain months can become tight.

C. Cash flow regularly creates pressure, even when the business is generating revenue.

D. I often don't know what our cash position will look like, or cash flow problems regularly disrupt the business.

A. We have clear priorities, measurable goals and a consistent rhythm for executing them.

B. We know what we need to do, but execution sometimes gets pushed aside by day-to-day business demands.

C. We have too many priorities and frequently change direction.

D. We are mostly reacting to problems as they arise, and I don't have a clear picture of what the business should focus on next.