{"name":"Blossomator Revenue Diagnostic","version":"1.0","questions":[{"id":"market","lens":"Market & customers","title":"How clearly have you chosen where to win?","help":"Think about the customers, segments and buying situations where you can compete profitably.","group":"design","options":[{"label":"Clear priorities, backed by wins and customer evidence","value":0},{"label":"A useful focus, but some choices still rely on assumptions","value":1},{"label":"We pursue too many segments or struggle to qualify fit","value":2},{"label":"We have no agreed priority customer or market","value":3},{"label":"Not enough evidence yet","value":null}]},{"id":"value","lens":"Value proposition & offer","title":"Do buyers see a compelling reason to choose you?","help":"Consider alternatives, differentiation, pricing and the business outcome you promise.","group":"design","options":[{"label":"Buyers understand our value and we can evidence it","value":0},{"label":"The proposition works, but not consistently across buyers","value":1},{"label":"We often compete on price or need lengthy explanations","value":2},{"label":"We have not established a repeatable reason to buy","value":3},{"label":"Not enough evidence yet","value":null}]},{"id":"demand","lens":"Demand & pipeline","title":"Is enough qualified demand reaching your sales team?","help":"Count opportunities that match your priorities and have a credible buying case, rather than raw lead volume.","group":"demand","options":[{"label":"Our channels reliably create enough qualified opportunities","value":0},{"label":"Demand is adequate, but depends on a few sources","value":1},{"label":"Pipeline is inconsistent or too many leads are poor fits","value":2},{"label":"Too few relevant opportunities enter the pipeline","value":3},{"label":"Not enough evidence yet","value":null}]},{"id":"buying","lens":"Buying journey & conversion","title":"What happens after a promising first conversation?","help":"Think about buyer commitment, decision criteria, stakeholders, implementation friction and margin.","group":"execution","options":[{"label":"Opportunities progress through a clear buying process","value":0},{"label":"Some deals stall, but we understand why","value":1},{"label":"Too many deals drift, slip or require heavy discounting","value":2},{"label":"We cannot explain or influence where most deals stall","value":3},{"label":"Not enough evidence yet","value":null}]},{"id":"customer","lens":"Customer value & expansion","title":"Does the value promised turn into lasting customer revenue?","help":"Consider adoption, realised value, renewal and expansion. For a new business, choose “Not enough evidence yet”.","group":"execution","options":[{"label":"We track realised value and build on healthy retention","value":0},{"label":"Most customers succeed, but expansion is ad hoc","value":1},{"label":"Adoption, retention or expansion is weaker than it should be","value":2},{"label":"Customer value or recurring revenue is materially at risk","value":3},{"label":"Not enough evidence yet","value":null}]},{"id":"operating","lens":"People, process & revenue operations","title":"Can the commercial organisation execute as one system?","help":"Consider ownership, handoffs, CRM data, forecasting and the cadence for making decisions.","group":"execution","options":[{"label":"Clear owners, shared data and a reliable operating cadence","value":0},{"label":"Broadly aligned, with a few operational gaps","value":1},{"label":"Silos, weak data or unclear ownership slow execution","value":2},{"label":"We lack a shared plan, reliable visibility or accountability","value":3},{"label":"Not enough evidence yet","value":null}]},{"id":"ai","lens":"Technology & AI value","title":"Where does AI stand in your commercial growth plans?","help":"Consider how AI changes customer value, commercial workflows, decisions and economics. Assess the business case as well as tool adoption.","group":"ai","options":[{"label":"AI is embedded in relevant workflows, with measured value","value":0},{"label":"We see potential and are testing a defined business case","value":1},{"label":"We have experiments, but little evidence of commercial value","value":2},{"label":"We need to identify a worthwhile use case and a viable first test","value":3},{"label":"Not enough evidence yet","value":null}]}],"offers":{"design":{"label":"Growth Strategy","name":"Revenue Engine Review","headline":"Clarify the choices behind your revenue engine.","description":"Start with priority customers, customer value and the route to revenue. Align the commercial choices before scaling activity.","outputs":["A shared view of the growth constraint","Priority market, proposition and revenue choices","An owned action plan with measures and a first test"],"evidence":"Compare recent wins, losses and no-decisions by segment. Test whether buyers describe your value as clearly as you do.","first":"Review five recent wins and five lost or stalled opportunities. Look for a recurring mismatch between customer, offer and buying case."},"demand":{"label":"Go-to-Market","name":"Pipeline & Demand Sprint","headline":"Build a more reliable flow of relevant opportunities.","description":"Trace the route from priority accounts to qualified demand. Decide which channels, messages and handoffs deserve investment.","outputs":["A pipeline and channel diagnosis","A focused acquisition or account-based test","Qualification rules and a measurement plan"],"evidence":"Check source-to-qualified-opportunity conversion, coverage and acquisition economics. Lead volume alone will not establish the constraint.","first":"Compare the source, fit and progression of your last 20 opportunities. Identify where relevant demand is missing or leaking."},"execution":{"label":"Hands-on Execution","name":"Commercial Execution Sprint","headline":"Turn commercial intent into consistent progress.","description":"Find where buying, delivery or internal execution breaks down. Put ownership, operating rhythm and commercial measures around the decisions that matter.","outputs":["A view of conversion and customer-value friction","Clear owners, handoffs and operating cadence","A prioritised execution plan and performance measures"],"evidence":"Review stalled deals, customer adoption and handoffs with the people involved. Separate weak execution from an offer or market problem.","first":"Review five stalled deals and five customer accounts with Sales and Customer Success. Name the recurring friction and the person who can remove it."},"ai":{"label":"AI-Powered Growth","name":"AI Revenue Readiness & Value Review","headline":"Find the commercial case for AI before choosing tools.","description":"Reconsider customer value and revenue workflows. Select a use case whose commercial upside, data, adoption needs and cost justify a first test.","outputs":["A prioritised commercial use case","A readiness and economic-case assessment","A bounded test with an owner and success criteria"],"evidence":"Establish the baseline, the decision or experience that would change, the data needed and the total cost. Include a stop rule.","first":"Choose one commercial decision or customer experience. Write down its baseline, the proposed change, the expected value and the evidence that would justify scaling."}},"answer_format":"Seven answer values in question order. Each value is 0, 1, 2, 3 or null. Never infer answers without the person’s input.","evaluation_path":"/api/diagnostic/evaluate","stores_answers":false,"limitations":"A starting hypothesis for discussion, not a validated diagnosis or benchmark."}