Take The CEO Grow Your Business Test

In order to growing your business aggressively, you need to use a premeditated system, take specific action steps to maximize corporate goals, exploit market opportunities, and understand the drivers needed to maintain sustainable growth.

At the Value Forward - DigitalHatch Group, we audit 100+ business growth drivers to determine company strengths and weaknesses in their operating models. Here are 25 of the 100+ drivers we use to audit a company's potential for success and measure the areas that are weak and need to be adjusted.

The How to Grow Your Business seminar is your opportunity to get one-on-one coaching with us in these 25 areas, plus the other 75 drivers we focus on.

Take the test and measure you revenue growth success potential.

CEO Business Growth Audit Test

Are your services, engineering or operation departments set up as individual profit centers?
Is your service department, engineering or operations department revenue capture process only the sales team's responsibility?
Does your development, engineering or operations department create new offerings without market gap research or detailed written project plans?
Does your development, engineering or operations department create new business offerings without getting written input from your sales and marketing department?
Have your operations or development department wrapped your services into a packaged offering with specific pricing options targeting specific buyers to help your prospects buy easier?
Is the average success of your entire sales team's assigned sales quota or target greater than 85% annually?
Do you have a written, documented systematic sales process detailing your firm's entire sales cycle from pre-sale to post-sale that you require your sales team to follow?
Do you know your sales capture cost per sale?
Do you use a metric-driven method to mathematically calculate sales quotas or sales targets for your sales team?
Do you pay your sales team the same commissions for business from existing customers as you do for business from new prospects?
Do you know the lifetime dollar value of each of your top ten customers during the last five years?
Do you and your management team get a line item detailed profit and loss statement (P&L) showing profits and losses before corporate general and administrative costs (G & A) every month for each of your departments?
Do you know specifically (based on research, not conjecture) why your prospects buy from you?
Do you know specifically why you lose business (based on research, not conjecture)?
Does your vice president of sales have total control over who they hire and fire?
Do you raise your product or service pricing every year?
Do you calculate marketing Return on Investment (R.O.I.) for each your marketing investments?
Is your senior marketing manager paid financial incentives based on revenue growth?
Does your marketing department have a written month-by-month marketing action plan listing each activity, its costs and its expected inbound lead generation goals?
Has your firm calculated business demand for your products or services through market gap analysis?
Are you growing your firm's top line revenue organically through outbound new market revenue capture?
Is at least 50% of your current fiscal year revenue coming from new customers?
Do you have any customer responsible for more than 15% of your total revenue?
Do you believe that all of your customers primarily buy from you based on your price?
Do prospects call you and ask to buy your product or service without you contacting them first?

1. Yes
2. No
3. No
4. No
5. Yes

6. Yes
7. Yes
8. Yes
9. Yes
10. No

11. Yes
12. Yes
13. Yes
14. Yes
15. Yes

16. Yes
17. Yes
18. Yes
19. Yes
20. Yes

21. Yes
22. Yes
23. No
24. No
25. Yes

Scoring Assessment: Give Yourself 5% for each right answer. The following audit is not a complete assessment of your revenue growth potential but a snapshot of where you may be versus where you need to be. How did you score?

60% and Below
Your business model cannot maintain year-over-year sustainable growth. If your revenues are increasing, it is an anomaly, not a methodology and has specific financial and operational leakage issues and corporate instability exposure.

To fix this position, you need a redesign of your business and the integration of your operations, sales, marketing and strategy processes into one revenue capture approach.

61% to 80%
Your current business growth model has some of the best practice attributes needed to grow revenue year-over-year using a planned process. Some of your business structure may need to be adjusted to maximize long-term corporate growth goals.

80% and Above
Your business structure maximizes corporate growth capabilities and uses an interdepartment alignment that focuses on strategy linked to action steps. You have built a sustainable pattern which should foster continued success.

PS: If you want learn more about why your firm may not growing as fast as you would like it to, attend the How to Grow Your Business seminar now, I do not want to mislead you, it takes work, commitment by you and your management team but with our 100% seminar guarantee, by attending our event, you have nothing to lose and revenue to gain.

Writers Resource Box

Paul DiModica is the author of the best-selling books: Value Forward Selling, Value Forward Marketing, and Sales Management Power Strategies. He is founder of Value Forward Group and addresses thousands of executives each year on the subjects of sales, marketing and strategy, including executives and staff of Wells Fargo, Lanier Corporate, Adobe, IBM, Tyco/American Dynamics, Navitaire and many others. His content-rich workshops and strategy sessions on leadership, sales, management and marketing bring about immediate changes and long-term results. For more information, visit http://www.valueforward.com