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01. MARKET RESEARCH
Evaluation and analysis of the organization's practices and processes related to gathering and analyzing market information. It involves assessing how effectively the organization conducts market research activities to gain insights into customer preferences, market trends, and competitive dynamics.
- Is regular, or routine market research in place for searching customers, watching competition, or comparing product? how regular is it?
- Is secondary market research (internet, associations, publications) in place and what is the maturity level?
- Is syndicated market research (analyst reports, research/consulting) in place and what is the maturity level?
- Is primary market research (surveys, interviews, focus groups) in place and what is the maturity level?
- The Unique Selling Proposition (USP) of product/service is clear and defined for all segments of target audience (customers). How clear and defined it is?
- How well are the company's prospect priorities, issues, and requirements documented and utilized by business development employees?
- Do you use for rating potential prospect you use internal advocate(s) and internal opponent(s) that evaluate prospects eligibility? How often?
- Sales team get regular updates about the marketinf research results, or ask their own criterias to check/track to better sell the product or service. How frequently?
- Is the product/service value clear to all employees of the company?
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02. PRODUCT
Evaluation and analysis of the organization's products or services. It involves assessing various aspects related to the organization's offerings, including their features, quality, pricing, differentiation, and alignment with customer needs and market trends.
- Is product and service quality maintained and evaluated according to industry best practices and benchmarking techniques? How well it is?
- Do you have knowledge is used to position the enterprise competitively in the marketplace based on the concepts of what customers view as making the company and product unique?
- Is the utilization of product control plans with inspection requirements and identification of key product/process characteristics implemented?
- On a scale of 1-10, how well is the formalized new product introduction process established for new product development projects? Does the process identify key milestones and tollgates, document inputs/outputs for each critical phase, and show evidence of Advanced Product Quality Planning (APQP) techniques?
- Is there a process and documaentation in place to ensure key elements of the Product Design? How useful is the process?
- How well does the product development process include drawing and specific changes that rely on engineering drawings and specifications?
- Design is review covers manufacturability and assembly, development of prototypes, design review and verification. Is there evidence of design validation testing and confirmation?
- There is a review process in place to ensure key elements of the process design, development and validation. How good it is?
- How well is the product review process established to cover product and process quality review, capability studies, and preventive maintenance planning?
- What's the quality of product portfolio? Does the portfolio covers the packaging standards, product mix and price specifications in display form most common for the aduence of the company's product type?
- There is a routine re-testing and measurement of the product performance and production re-validation after the testing. Is it good idea to do so?
- There is a capability with the Production Part Approval Process (PPAP) initiated by a Initial Process Study (Cpk) Capability Studies and product changes are tracked. Is it useful?
- Product development/approval process covers Flow Diagrams and Process Failure Mode and Effects Analysis (FMEA) in sufficient quality. How is the process?
- Product approval documentation contains a measurement system analysis studies, multi-dimensional results and product performance test results prediction. How imprtant is it?
- A qualified appearance approval report and control plan for the new product production performance evaluation available. Hpw well is it?
- There is a qualified laboratory documentation, design records & print(s) in place. How important is to have it?
- Does the company have a formal Measurement Systems Analysis program in place that includes calibration standards for product? And if you do, how important is it?
- Does the company evaluate the impact on the product when an out-of calibration issue is identified? What is the quality of reaction plans? Are theyr identified and followed?
- Do you carefully analyze all non-performance losses, claims and litigation as well as their causes?
- If you have had product rollbacks or recalls in the past, how often have you documented why they occurred and the remedies used for resolving customer loss of use?
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03. COMPETITION
Evaluation and analysis of the competitive landscape in which the organization operates. It involves assessing various aspects related to the organization's competitors, their products or services, pricing strategies, market positioning, and overall competitive advantage.
- Is there regular competition analysis process? How important are?
- Is in place competitor comparative strengths and weaknesses assessement?
- System of evaluating competitors’ new products or services are developed and thoroughly reviewed at least twice a year. How do you agree to check it twice a year?
- Do you invest into a regular sales network vulnerability scan by an outside agency comparing the quality with competitors?
- How well does the company's system for customer service ensure that management is made aware of customer complaints, special requests, and suggestions in a timely manner, with documentation of each incident of customer contact?
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04. CUSTOMER
Evaluation and analysis of the organization's relationship with its customers. It involves assessing various aspects related to understanding customer needs, delivering value to customers, and ensuring customer satisfaction.
- Is the the customer lifecycle process in place, well documented and available for all marketing and sales people?
- There is a clear demographic profile of target customers? How clear?
- There is a clear psychographic profile of target customers? And if there is, how clear it is?
- To what extent does the company have a documented process for determining customer satisfaction, including the frequency of determination, delivered part quality, customer disruptions, field returns, delivery performance, and customer notifications?
- Metrics monitoring customer satisfaction that are related to development or manufacturing are understood and tracked. How satisfied?
- There are projects and programs in place to improve customer satisfaction, with corrective actions addressed, and a closed-loop review system progress. How good it works?
- Do you have frequent and open discussions with your customers regarding the viability of any project as it progresses? how frequently?
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05. CUSTOMER DESK
Evaluation and analysis of the quality of customer service and support provided by the organization's customer desk or customer service team. It involves assessing how effectively the organization handles customer inquiries, resolves issues, and provides a positive customer experience.
- Customer dedicated service group with multifunctional team has been established for key accounts. How important is it for it to have been established?
- The customer retention program is in place with ongoing communications, loyalty programs, gift certifficates, and continuity programs. How well is it?
- All complaints recorded and analyzed to identify patterns or recurring issues that can be addressed. How important is it?
- How well are customer complaints handled and resolved to ensure customer satisfaction?
- Is there a formal process for communicating customer complaints and feedback to relevant departments or teams for action? and if there is, how good is it?
- Are customer complaints used to inform product development or service improvements? What is the quality of communication from customer feedback to the business development department to fix the complained issue?
- Are employees trained in effective communication and conflict resolution to handle complaints professionally? How much?
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06. PARTNERSHIP & RELATIONSHIP
Evaluation and analysis of the organization's partnerships and relationships with external stakeholders. It involves assessing how effectively the organization manages and maintains these relationships to support its product offerings, market positioning, and overall sales strategies.
- On a scale of 1-10, to what extent are there processes, budgets, and plans in place for pre-sale relationships?
- On a scale of 1-10, to what extent are there are place processes, budgets and plans for concurrent relationships.
- On a scale of 1-10, to what extent are there are place processes, budgets and plans for post-sale relationships.
- The is in place Partnership Terms formal documentation and describes all cooperation condition known to marketing, sales teams and management. How well it is?
- How important are strategic partnerships in expanding your product offerings and market reach?
- Do you have described factors to consider when selecting potential partners for a business development initiative? And is so, how well is it?
- Do you ensure a mutually beneficial relationship with your partners to maximize the value of the partnership? And is so, how well is it?
- Do you use strategies to maintain strong relationships with key stakeholders in your industry? And is so, how well is it?
- Do you measure the success of your partnership and relationship management efforts?And is so, how well is it?
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07. PRESENTATION
Evaluation and analysis of the organization's presentation materials, techniques, and practices related to promoting and showcasing its products, services, and capabilities. It involves assessing how effectively the organization presents itself and its offerings to customers, stakeholders, and the market.
- There are many product and service presentations availabale for promotion purpose. How good they are?
- The web page is available and describe product properly. How well it works?
- What is the level of consistency to ensure that your brand and messaging across all communication channels?
- Is there a formal process for creating and updating marketing materials, including presentations, brochures, and websites? And is so, how well is it?
- Are presentations customized for different audiences or target markets?And is so, how well is it?
- Are customer testimonials or case studies used in presentations to illustrate the benefits of your product or service? how frequently?
- Are presentation skills regularly developed and improved among employees who give presentations? How regular?
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08. PROSPECT & LEAD
Evaluation and analysis of the organization's processes and practices related to identifying, qualifying, and managing prospective customers and leads. It involves assessing how effectively the organization identifies potential customers, qualifies them as leads, and manages the lead generation and conversion process.
- Lead list is in place and checked against database for duplicates. How frequently is checked?
- On a scale of 1-10, to what extent do leads fit basic prospect requirements (e.g., income level, type of business, etc.)?
- How important is to have initial contact made (phone call, email, in-person visit, etc.) procedure.
- Is your appointment schedulling process and shared calendar available across commercial departmets? And is so, how well is it?
- Do you have process to identify and qualify potential prospects and leads for your product or service? How good it works?
- Do you use strategies to nurture and convert leads into customers? And is so, how good it works?
- Do you measure the success of your prospecting and lead generation efforts? And is so, how well is it?
- Do you have variable types of content or messaging do you find most effective in attracting and engaging prospects? How effective?
- Do you prioritize and allocate resources to different prospecting and lead generation channels? How much priority?
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09. SALES
Evaluation and analysis of the organization's sales processes, strategies, and performance. It involves assessing how effectively the organization sells its products or services, manages customer relationships, and achieves its sales objectives.
- How well does the lead system allow for profiling customers and their needs and understanding the source of leads, the source of sales, and the costs of generating both?
- Formal and informal communication methods allow all constituencies to regularly report opportunities and concerns. How regularly?
- Company has formal processes and actions to gather and review customer sales, demographic and lifestyle data, including obtaining feedback from both customers and non-customers that could lead to improvements or new products. How good it works?
- Do you use strategies to identify and engage with potential customers for your products or services? And is so, how well is it?
- Do you track and analyze sales data to identify trends and optimize your sales process? How often?
- Do you take steps to ensure that your sales team is trained and equipped to effectively communicate the value of your products or services to potential customers? And is so, how well is it?
- Do you have process to handle objections and resistance from potential customers during the sales process? And is so, how well is it?
- Do you have techniques to build long-term relationships with existing customers and maximize customer lifetime value? And is so, how well is it?
- Did you plan your ways to the customer? Do you understand how to contact them?
- Do you have written down the list of marketing channels and networks?
- Do you have a marketing campaign plan, including the milestones, schedules, and communication plan?
- Are your customers returning to you?
- Do you have a customer's loyalty strategy written down? Do you understand the keys why your customer should come again?
- Do you have written down the customer's lifecycle workflow?
- Do you know your product's customers?
- Do you have written down your trust-building tactics and scenarios to approach during the sales expansion?
- Do you have written down sales cycles and scenarios?
- Do you know who you are on the market?
- Do you have written down competition drivers, metrics, and Strategy on how to power up your market position?
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10. PROJECT DELIVERY
Evaluation and analysis of the organization's processes and practices related to delivering projects or implementing products and services for customers. It involves assessing how effectively the organization manages project execution, meets project objectives, and ensures successful project delivery.
- There is change log of product changes available for commercial department employees? How good is it?
- On a scale of 1-10, to what extent are project timelines and milestones tracked and communicated to relevant stakeholders, and delivery teams commit to their deadlines?
- Is there a formal project management process in place that includes risk management and change management? And is so, how well is it?
- Are project delays or issues identified and addressed to keep projects on track? How well?
- Is there a process for documenting and sharing lessons learned from completed projects to improve future project delivery? And is so, how well is it?
- Are project teams assembled and managed to ensure effective collaboration and successful project delivery? how effective?
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11. PROCESSES
Evaluation and analysis of the organization's business processes that support the overall product, market, competition, and sales objectives. It involves assessing how effectively the organization designs, implements, and manages its processes to achieve efficiency, quality, and alignment with strategic goals.
- Is there a well known process for employees to lodge annonymous complaints? And is so, how well is it?
- Is there a whistleblower policy that ensure that any employee can note about process breaching, or process improvement? And is so, how well is it?
- Is there a formal process for product development, from ideation to launch, that includes clear timelines and milestones? And is so, how well is it?
- Do company analyse risks and potential roadblocks identified and addressed during the product development process? How frequently do they analyse?
- Are product development process improvements regularly identified and implemented to increase efficiency and quality? how regularly?
- Is there a process for documenting and sharing best practices across departments or teams? And is so, how well is it?
- Are any process changes communicated to all relevant stakeholders to ensure buy-in and successful implementation? And is so, how well is it?
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12. HUMAN RESOURCES
Evaluation and analysis of the organization's human resource practices and processes related to managing and supporting employees involved in product, market, competition, and sales activities. It involves assessing how effectively the organization attracts, develops, motivates, and retains a skilled and engaged workforce to achieve its objectives.
- Are employees provided training for new processes and procedures required to complete their job duties? how important is it?
- Are employees provided with opportunities to develop their existing skills? And is so, how important is it?
- Are employees evaluated after completion of training programs for every new product changes? And is so, how important is it?
- On a scale of 1-10, to what extent are product training initiatives within budget?
- How well are marketing, product and product development managers and supervisors trained and prepared for their roles?
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13. FINANCE
Evaluation and analysis of the organization's financial management and performance related to its product, market, competition, and sales activities. It involves assessing how effectively the organization manages its financial resources, monitors financial performance, and ensures financial sustainability.
- Do you calculate the ROI (return on investment) for a new product launch, taking into account the initial investment, ongoing costs, and revenue projections? If so, how important is to do that?
- Do you use financial metrics to evaluate the performance of your sales team? Do you ensure their compensation is aligned with company goals?
- On a scale of 1-10, to what extent do you always determine the pricing strategy for a new product, and what factors do you consider when setting the price?
- Do you analyze and manage the financial risk of expanding into new markets or investing in new product development? How frequently you do that?
- On a scale of 1-10, how often do you use to track and forecast product development cash flow, and what measures do you take to ensure adequate funding for ongoing operations and growth initiatives?
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14. MANAGEMENT
Evaluation and analysis of the organization's management practices and capabilities related to its product, market, competition, and sales activities. It involves assessing how effectively the organization plans, organizes, leads, and controls these activities to achieve its objectives.
- Do the company has sales strategy and executive management have clear goals to reach to reach strategy targets? how important iw to reach it?
- Is in place aquisition & expansion plans? If so, how well does it work?
- Do team use task management system to processes their work? If so, how well does it work?
- Is on place and what is the level of customer-focused strategy that has been developed and deployed to ensure business portfolio diversity?
- Do you prioritize and re-allocate resources to different projects and initiatives within company? How much priority?
- Are effective strategies for managing and developing a diverse and inclusive workforce in place? If so, how well does it work?
- Do you ensure effective communication and collaboration between different teams and departments within your organization? how frequently?
- Do you take steps to identify and address potential risks and challenges that could impact your business strategy and operations? how often?
- Do you use key metrics or indicators you track to measure the success of your management strategies and decision-making processes? If so, how well does it work?