GTM X-Ray Methodology Fit Finder Ramp Impact Calculator Agent Enablement Skills

Writing Book a conversation

Tools GTM X-Ray Methodology Fit Finder Ramp Impact Calculator Agent Enablement Skills

Writing Book a conversation

Home/Tools/Methodology Fit Finder

Methodology Fit Finder

Free diagnostic tool

Find the sales methodology that best fits your buyers, deals and team—or find out if you don't need one yet.

About 12 minutes based on the way your team sells
One clear recommendation plus the strongest alternative
No CRM access or uploads. No customer names or deal records.
Full result on screen with an optional PDF copy

Your business Step 1 of 9

Your business
How you sell
The deal
Your buyers
Current method
Sales choices
Rollout
Deal scenarios
Review

Tell us about your business.

We'll use this to tailor the recommendation. Broad ranges are enough; no customer or deal data is needed.

01

Your details

Name Your name as it should appear on the report. Work email Used to send the PDF only if you request it. Company name Optional. It is used only to label the report.

Company and sales team

Your role Business model How do customers pay for what you sell? Annual revenue Number of sellers Primary CRM

No customer names, deal records, call recordings, CRM access, or revenue exports are needed.

Which deals should we look at?

If your team sells in more than one way, focus on the type of deal you want this recommendation to fit.

02

Are we looking at all new business or one specific type of deal? Choose one repeatable type of new business or expansion. Don't average together very different deals. What size companies are you selling to? Choose based on the customer's size, not yours. How does a typical opportunity start? By the time sales gets involved, what has already happened? What does sales need to do to win the business? How consistent is the path from first contact to signed deal?

What does a typical deal involve?

Answer for the type of deal you selected. Use what normally happens, not the cleanest or most difficult example.

03

How much does the offer change from deal to deal? How many meaningful sales conversations happen before the deal is signed? Include discovery, demos, evaluation and commercial meetings. Ignore scheduling and routine admin calls. When there is only one sales conversation, how often does the buyer agree to buy on that call? We'll ask next about approvals, evaluation or paperwork that may still follow the verbal yes. After the buyer says yes, what must happen before the deal is signed? How long is it from first sales contact to a signed agreement? Use the part your team can see. Don't include research before the buyer engages with sales. How many people influence, approve, or can block the deal? Include stakeholders your seller may never meet directly. Who really decides?

Which approvals or checks are normally required?

Choose all that regularly affect the deal. Select “None” only when the buyer can sign without another approval.

None beyond the main buyerBudget or financeProcurement or vendor setupIT or integrationSecurity or privacyLegal or contractingExecutive or board approvalRegulatory or prescribed review

What does the buyer usually need before approving the purchase? How significant is the decision for the buyer? Think about cost, disruption, scrutiny, and how easy the decision is to reverse. Typical first-year contract value A broad range is enough.

Where are buyers when sales gets involved?

Think about what buyers already understand, what they still need help with, and where deals most often get stuck.

04

How far has the buyer progressed before speaking to sales? How well do buyers understand the problem? How well do buyers know what kind of solution they need? Does your team have evidence that can change how buyers see the problem? Think about original research, recurring customer patterns and proof—not general product claims. What do you most need the sales team to improve?

What sales methodology do you use today?

A useful methodology can still underperform when it isn't reinforced. Tell us what you use and where it shows up in the team's work.

05

Current sales methodology or framework

Time in use What are you considering?

Where is it used consistently today?

Choose the closest answer for each area.

Not usedVariesConsistent

Sales stages and exit criteria Not used Varies Consistent

CRM prompts and fields Not used Varies Consistent

Pipeline and deal reviews Not used Varies Consistent

Call and deal coaching Not used Varies Consistent

Onboarding Not used Varies Consistent

Manager language and expectations Not used Varies Consistent

How do you want your team to sell?

Choose the answer you would coach on a real deal. There are no universally correct answers.

06

A buyer arrives with a detailed brief. How should the seller handle it?

Work from the brief, clarify the requirements and help the buyer compare options efficiently.Ask how the brief was formed and check whether the team has defined the right problem.Offer a credible alternative view and see whether it changes how the buyer thinks about the decision.

At the end of the first sales meeting, what matters most?

Confirm fit, answer the buyer's key questions, and agree a practical next step.Reach a clearer view of the problem, its causes and its commercial impact.Give the buyer a useful new perspective on the problem or decision.

When you're not sure an opportunity is worth pursuing, what should the seller do?

Answer the key qualification questions early, then decide whether to continue.Understand the buyer's situation more deeply before deciding whether to continue.Agree a small next step that helps both sides decide whether to continue.

When should the seller build the value case?

Use an early value range to test whether the problem is worth solving.Wait until discovery is deeper so the value case reflects the buyer's situation.Build the value case with the buyer so they can defend it internally.

How should sellers run sales meetings?

Set the agenda, keep the discussion focused and finish with a clear decision or next step.Agree the agenda with the buyer, then adapt it as useful information emerges.Let the buyer lead while making sure the important questions are answered.

What can your managers actually support?

A methodology only works when managers use it in deal reviews, coaching, CRM and onboarding. Answer for the next six months.

07

If the methodology says one thing but an experienced manager disagrees, what should happen?

Choose how you want the team to make the call.

1 Follow the methodology unless new facts about the deal support an exception. 2 Use the methodology as the default, but let the manager explain an exception. 3 Discuss the disagreement in coaching before deciding what to do. 4 Start with the manager's judgement, then test it against the facts of the deal. 5 Let the manager decide; the methodology is guidance, not a rule.

How often can managers reinforce a new approach?

Choose what is realistic for the next six months.

Managers can reinforce it every week in reviews and coaching. Managers can reinforce it in fortnightly or monthly reviews and coaching. Reinforcement would be ad hoc or depend on one person. Managers do not have reliable time to reinforce it yet.

How much change can you realistically implement in the next six months?

A few principles and coaching prompts, with minimal process change. A shared language plus focused changes to reviews and CRM. A full rollout across managers, reviews, CRM, coaching and onboarding.

Which four results matter most?

Choose the four improvements your leadership team would prioritise.

0 of 4 selected

Qualify out weak opportunities earlierRun deeper discoveryGive buyers a stronger reason to changeBuild a value case buyers can defend internallyNavigate buying groups and approvalsImprove deal reviews and forecast accuracyBuild mutual plans that keep deals movingRun more purposeful sales meetings

How would you coach these deals?

Choose what you would want a strong seller or manager to do in each situation.

08

Review your answers.

Check that these describe the deals you want the recommendation to fit. Go back if anything needs changing.

09

Methodology fit recommendation

Your recommendation

Primary direction

Confidence

Current approach

What it should improve

Why this fits

Where it falls short

Credible alternative

What to do with your current approach

Possible second framework

How to roll it out

Build it into the way managers already work.

How confident is this result?

Why we're confident

What gives us pause

What would change this

What we based this on

Keep a copy

Send me the PDF

The PDF contains the recommendation, reasoning, rollout plan and limitations shown here.

Send to

Send the PDF to the work email I provided. I'm okay with ReadyGTM emailing me about this report and occasional related GTM resources. I can unsubscribe anytime.

Before you roll it out

Make sure the recommendation works in your real sales process.

In a working session, we'll test it against your deals, managers and current sales process before you commit the team to a rollout.

Book a methodology review

Writing / Privacy / Terms / Email

Made with ☕ in Sydney 🇦🇺