You have specific initiatives in place designed to increase the value you bring to customers. You measure and trend this at the individual product level, the sales channel level and at a macro company level.

You systematically measure the voice of the customer and use it to identify and improve your own value drivers, your offering and your go-to-market plans.

You develop a detailed list of features, benefits, and discriminators for our products / services. You compare these against the verified customer needs to build.

You price such that you know you are achieving the maximum customer value while extracting that value into revenue. You only reward discounts for specific customer behavior such as trial, growth and volume.

You possess a holistic understanding of your customers’ needs, and the relative priority of those needs, across the entire purchase and use cycle. You utilize ethnography to understand the critical elements of the customer experience and you track operational metrics for each element.

You tier customers based on future value, differences in how customers use our offerings, and fit with our growth goals—not just sales volume.

You only hire candidates who have the capability to add value during the sales process. You train sellers to demonstrate how our products and services meet value needs and we grade them during role-play presentations.

You see each customer touch as an opportunity to build value. You never use grandfathering sales techniques such as good-til-cancel, or til-forbid.

Your marketing, sales and go-to-market plans are co-owned by sales, marketing and product fulfillment departments. Your revenue/marketing plan puts a priority on Value Creation, Volume and Velocity for maximum market effect. Your plans include specific things you will stop doing that no longer meet these needs.

You provide thought leadership to your stakeholders including customers, users, investors and employees. The thought leadership is published and sets the market aiding in preselling your brand and products.

Your organization sets strategic financial goals based on market assessments, not on internal financial goals. Your organization knows the historic and trended growth performance of the top five market leaders in our industry.

You set challenging, yet fair, goals across our organization. You forecast at least quarterly by using objective customer reactions. Your sales team reports at least quarterly against these goals with a likely to win-capture metric.