01 / MARKET FOCUS
Where is the organisation deliberately choosing to compete?
We assess whether ICP, account priorities and market choices are explicit enough to focus commercial capacity.
Create market focus →↗Frameworks & tools / Commercial Operating Model Scan
Commercial Operating Model Scan
See how well the parts of your commercial organisation work as one system — from market focus and ownership to process, CRM and management rhythm.
Is your commercial organisation one system?Scan
The question behind the tool
Is your commercial organisation working as one system?
Commercial performance is rarely determined by one team or one tool. Growth becomes harder when market choices, roles, pipeline stages, CRM behaviour and management routines evolve separately.
This scan looks at the operating model around revenue. It helps make visible where the system is aligned, where work depends on individual effort and where clearer structure could create more continuity and scale.
“Structure creates focus. Focus creates better conversations. Better conversations create lasting commercial growth.”Start the scan →
What the scan looks at
Four questions behind a stronger commercial operating model.
Instead of optimising isolated activities, we look at how market choices, ownership, process and commercial memory reinforce one another.
02 / OWNERSHIP
Who owns each part of the commercial journey?
We look at whether marketing, business development and sales have clear responsibilities, handovers and decision rights.
Clarify ownership →↗03 / PROCESS & RHYTHM
How consistently does the commercial process run?
Pipeline stages, qualification criteria, meeting rhythms and follow-up should create continuity rather than depend on individual habits.
Build operating rhythm →↗04 / CRM & MEMORY
Does CRM function as commercial memory?
We assess whether context, activity, opportunity logic and next steps are visible and reusable across the organisation.
Make knowledge reusable →↗Start the scan.
Your result is calculated here in your browser; your answers and details are saved securely so De Grijff can follow up.
01You & company
02Organisation
03Your situation
04Consent
A useful output, not just a score
Example assessment outcome.
The result combines an overall index with the pattern behind it: what is already working, where the commercial system is constrained and which question deserves attention first.
Example / Commercial Operating Model Profile
64/ 100
overall index
overall index
The organisation has the right commercial building blocks, but they are not yet operating as one system. Market priorities are relatively clear, while ownership and process discipline vary between teams.
Primary constraintOwnership & handover
Strongest capabilityMarket focus
Recommended focusClarify decision rights and handovers
01Market focus76
02Ownership & handover49
03Process & operating rhythm61
04CRM & commercial memory69
What this pattern suggests
Connect the model before adding more activity.
The example suggests that the organisation does not lack commercial effort. The gap sits between the parts of the system: teams know the market, but responsibilities and operating routines are not yet consistent enough to turn that knowledge into repeatable execution.