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The B2B Growth Readiness Report Card

Is your growth engine reaching the whole room, or just one person in it?

A 4-minute benchmark against the three capabilities separating B2B leaders from everyone else. Answer honestly, get your grade.

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When you reach out to a target account, what are you working with?*

Their company’s general profile and where they fit in our ICP.

Not much personalization to speak of. Mostly a templated message with their name and company swapped in.

Their specific behavior: what they’ve read, clicked, downloaded, and where they are right now in their journey.

If your CEO asked for an engagement snapshot of your top ten accounts before a Monday morning meeting, what would you say?*

“Give me a day or two. It’s spread across a few systems.”

“I can pull something together, but it won’t be pretty.”

“Give me ten minutes.”

Do sales and marketing work from a single, documented definition of what makes someone an MQL versus an SQL?*

We have definitions, but they’re dated or inconsistently applied.

Not really. Each team has its own read on when someone’s ready.

Yes. One scoring model, jointly owned, and it’s what triggers the handoff, not a gut call.

When a prospect's behavior changes, say they revisit your pricing page or go quiet for three weeks, does your outreach adapt?*

Sometimes, for our highest priority accounts.

Not automatically. Someone has to notice and adjust.

Yes. Content and outreach adjust based on what’s actually happening with each account.

Can you connect your personalization efforts to actual revenue impact?*

We can draw a line from personalized engagement to pipeline velocity and deal outcomes.

We track engagement: opens, clicks, downloads. The revenue connection is harder to make.

We have some visibility into pipeline influence, but it’s not airtight.

When your sales and marketing teams start the day, how does AI actually show up in their workflow?*

It doesn’t, really, unless someone decides to open a separate tool.

It’s already there: surfacing priorities and next steps inside the tools they’re already working in.

Some people use it, some don’t. It depends on who’s asking.

When a campaign is underperforming, what happens?*

We have some automated rules set up within individual platforms.

Someone notices in a weekly review and makes adjustments manually.

AI is continuously optimizing creative and targeting, without waiting for a human to catch it.

After a sales call, what happens to what was discussed?*

The rep writes notes if they have time. Quality varies.

AI transcribes it, flags key moments, updates the CRM, and suggests follow-up actions automatically.

We use a notes template to try to keep things consistent.

How would you describe where your organization is with AI right now?*

It’s embedded, it’s growing, and we’re investing in it deliberately year over year.

We have some pilots running. Progress, but not yet baked in.

Still figuring out where it fits. Lots of conversation, limited action.

What's the biggest thing slowing down your AI progress?*

Mostly governance and compliance considerations. The foundation is there.

Figuring out who owns it and how to connect it across systems.

Fragmented data, old technology, or getting the team on board.

If someone asked who owns your ABM program, what would the answer be?*

Honestly, it’s shared. Sales and marketing both have a hand in it.

Sales owns it. There’s a named person accountable for the outcome.

Marketing leads it with input from sales.

How do you decide which accounts to go after?*

Marketing builds the list based on fit criteria and campaign needs.

Sales decides. Marketing activates. Clean handoff, clear ownership.

Sales and marketing work it out together.

What does success look like for your ABM program?*

A mix of engagement and pipeline contribution.

Pipeline movement and revenue outcomes at the account level. Sales owns the number.

Engagement metrics: impressions, clicks, leads generated.

Are sales and marketing rowing in the same direction when it comes to ABM?*

Mostly aligned in the day-to-day, but our comp plans and targets don’t fully reinforce each other yet.

We try, but we’re measured on different things, which creates friction.

Fully aligned. Shared metrics, shared accountability, shared wins.

How would you describe ABM's role in your overall go-to-market approach?*

It’s a joint initiative. We have regular touchpoints to stay aligned.

It’s the primary way we go to market. Sales drives it, marketing fuels it.

It’s a marketing program. Sales knows it exists.

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