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How controlled and consistent your pricing and discounting is, especially under pressure
Question 2 of 17
Q1. When a rep wants to offer a discount, what usually happens?
There is a discount ladder and approvals, and exceptions are tracked.
The sales rep decides case by case.
We have rules, but exceptions happen often and we do not track them.New Choice
Question 3 of 17
Q2. What does your team treat as a “good deal”?
Closed-won, no matter what it takes.
Closed-won that protects margin and avoids bad-fit customers.
Closed-won with “reasonable” discount.
Question 4 of 17
Q3. When pricing is discussed, how visible is margin impact?
Finance can tell us later, but it is not part of deal decisions.
It is visible enough at decision time to guide choices.
Sales mainly looks at revenue.
If your CRM is showing the real operational truth or a reporting chore that people work around
Question 6 of 17
Q4. How much do leaders trust the CRM?
CRM is partially trusted, but we still rely on side spreadsheets.
CRM is the source of truth that leaders use in all reviews.
CRM is mostly a reporting chore.
Question 7 of 17
Q5. What do your pipeline stages actually mean?
Stages have clear entry and exit rules, and leaders enforce them.
Stages are names and people interpret them differently.
Stages exist, but they are mostly “gut feel."
Question 8 of 17
Q6. How do you handle duplicates and messy records?
It is normal. We live with it.
There is an owner and a routine to keep CRM clean.
Someone cleans it when it gets really bad.
If your forecasting is based on a repeatable method or weekly debates
Question 10 of 17
Q7. How is your forecast built?
It is rules-based and uses defined inputs.
It is mainly gut feel due to unpredictable markets.
It is spreadsheets plus partial CRM.
Question 11 of 17
Q8. What happens to deals that sit too long?
They never really die.
Clear rules exist, and cleanup happens on a set cadence.
We clean up sometimes, when it becomes embarrassing.
Question 12 of 17
Q9. How do deal reviews usually feel?
Structured around evidence, risks, and next actions.
Storytelling and opinions.
There is a template, but it is not really enforced.
If your org has one standard way of operating that actually sticks after changes
Question 14 of 17
Q10. How consistent is your sales process across managers/markets?
Everyone runs their own playbook.
A playbook exists, but it is optional.
One standard exists, and leaders enforce it.
Question 15 of 17
Q11. What is your weekly operating rhythm like?
Meetings are reactive.
Fixed rhythm for pipeline, performance, and improvements.
Some rhythm exists, but it is inconsistent.
Question 16 of 17
Q12. After you improve something, what usually happens 4 weeks later?
Improvements fade and people slip back.
Some improvements stick, some do not.
There is a mechanism that makes changes durable.
Question 17 of 17
Q13. If you fix only ONE thing in the next 90 days, what reduces chaos fastest?
Pricing and discount rules (stop margin leakage)
CRM truth and data hygiene (one source of truth)
Forecast and pipeline discipline (forecast stops being vibes)
Execution standards and adoption (make changes stick)