Sandler Training
Sandler Training

Business Blind Spots Survey

Welcome to the Business Leaders' Blind Spot Survey. In this survey, you will be answering a series of questions about your business.

When answering these questions, not only must you answer from the perspective of the present state of your business, but you must also answer in the context of the future state of your business. Consider where the business is now and what must occur in order to get the business where you want it to be. Take your time completing these questions and answer as honestly as possible.

We use these results to help get a clear picture of your business and where you can optimize current and future processes. Please contact info@neubergerco.com if you have any questions..  
Name Email Address
NCOI Consultant    
Selling Process
We have no systematic way of selling that allows us to remain in control of a sales call and/or analyze the results.
We are making lots of proposals and bids and not getting the business.
Our prospects want to “check the competition” before deciding.
We don't know how or when to close.
We often hear “I'll think it over”, and don't know what to do next.
We get a feeling of rejection when prospects say “No.”
We have difficulty dealing with objections about price.
We waste time with prospects because we make presentations then discover that:
 
They lied about their reasons for seeing me.
 
There is no problem I can fix, or the prospect has no compelling reason to want to fix a problem.
 
There is no money or there isn't enough money.
 
There is a hidden decision maker.
We have no one to coach us through difficult sales situations.
Prospecting
We are not in front of enough new prospects on a regular, consistent basis
We have difficulty picking up the phone to make cold (or even warm) calls, because we fear the rejection.
We don't know how to get past “gatekeepers” to get to the real decision makers.
We are uncomfortable in networking situations, especially where we don't know others.
Referral Generation
We don't receive enough high-quality referrals.
We don't know how to comfortably ask for and get referrals.
We work with some clients for years, and never receive a referral from them.
Our referral sources are very limited; we don't have a broad network of contacts that can refer us business.
Sales Management
We have to wear a dozen different hats to run our business and have no time to motivate, coach or train our sales staff.
Our sales people feel that they need to be liked by their prospects and as a result they:
 
Do too much unpaid consulting.
 
“Bail Out” when they feel pressure and lower their prices (and our profits).
 
They accept it when someone says, “I'll think it over.”
Our sales people want to believe what their prospects tell them about their chances of getting the business and, as a result, our sales forecasts are often overly optimistic.
We have to hire and fire a lot of people before we find the few that can make it in our business. We know how expensive this is, but we haven't found a better way to do it.
We train our sales people, but then they leave and become or join our competitors .
Our sales cycle is too long – the cost of making a sale is too high for one or more of these reasons:
 
Our sales people spend too much time doing proposals and not enough getting the business.
 
Our sales people spend too much time in front of people who have no money.
 
Our sales people spend too much time in front of people who aren't decision makers.
We've spent a fortune on sales seminars; after a month, everything is forgotten.
I have no one to coach my salespeople through difficult sales situations.
Communications Skills
We don't want to be perceived as “pushy salespeople.”
Our salespeople are great, technically, but lack sufficient “people skills.”
We lack the assertiveness and confidence necessary for success in sales.
We have difficulty dealing with intimidating people.
Executive/C-Suite
We have a hard time finding and attracting quality talent for important positions in the company.
When we do hire someone, we discover shortcomings that we didn’t pick up on in our hiring process. These shortcomings become difficult or impossible to resolve.
Our new hires are confused about their responsibilities on a day to day basis. We usually don't have a clear plan for them each day.
Our employees are unmotivated and have seen minimal, if any, growth in the past few years.
Managers are working past hours, but don't seem to get anything done.
We have a list of ideas we develop each year, but never end up implementing them.
We have a plan for the day, but end up fighting fires.
As a business leader, I experience the feeling of: "no one else knows how to do this and no one else is competent enough to do this, so I have to step in..."
Our employees and leaders are never on the same page and everyone follows their own processes.
We don't take the time to personally or professionally coach and develop our people.
We don’t have a system for understanding our employees’ goals and therefore don’t know what is important to them or what motivates them.
We don't develop or train our management team and therefore don't know where our next set of leaders will come from.
We are seeing inconsistent revenue numbers month to month or quarter to quarter.
We usually don't ever plan for the change we know is coming. We just figure out how to deal with the change in the moment.
Our employees don’t know what our 3-5 year goals are, they don't know where they fit in those goals and they aren't held accountable to their results.
Other Issues
Optional      
Current Revenue Future Revenue
Current Profit Future Profit
Projected Year for Future Profit    
   
       
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