Top 55 Valuable/Beneficial Business Questions

  Valuable/Beneficial Business Questions:To become successful in any business,one has to be creative, these are the facts.

Creativity is a natural characteristic of all top sales people.

Your level of creativity is largely determined by how you think and feel about yourself when it comes to creative activity.

Creativity is something that you demonstrates and use all the time.

For example, when you are trying to avoid a traffic jam on your way to an appointment you take the alternate roads, side streets and alleys, you are engaging in highly creative acts.

Also, when you are arranging a party or designing a sales presentation, you are acting creatively.

Even getting dressed in the morning when you match your clothing like ties shirts, blouse, dresses, slacks, shoes together to make an overall impression, you are engaging in an acts of creativity.

The sad fact is that most people do not think they are particularly creative.

However, creativity can best be defined simply as “improvement”.

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When you improve anything by doing things differently, you are using your creativity, sometimes at a higher level.

In selling, you are essentially creating business where no business existed before.

By the process of prospecting, building rapport, identifying needs, presenting solutions, answering objections, closing the sale, and getting resale and referrals.

You are engaging in extraordinary complex creative acts that are the wellsprings of our free enterprise society.

Top keys to Successful and Creative Selling  questions in Business requires ways of stimulating creativity in business.

 Valuable/Beneficial Business Questions

Creativity is stimulated by the following factors

  • PRESSING PROBLEMS: Here, the more determined you are to solve a pressing problem, the more
  • CLEAR GOALS: Here, the more intensely you desire to achieve a clear, specific goal, the more creative you will be in finding ways to accomplish it.
  • resourceful you will be coming up with different solution.
  • FOCUSED QUESTIONS: Here, the more focused and specific the questions that you ask yourself, or that others ask you, the more innovative you will be in developing answers.
  • You should use all three of these keys continually to keep your mind functioning at its highest level.


In selling there are several areas where you can increase your creativity with regular exercise and practice.

The more creative you become in these areas, the more you will make.

The first area of creativity in selling is in prospecting.

Your success in prospecting largely determines your income.

And your ability to find more and better prospects is only limited by your imagination.

The second area of creativity in selling business is in uncovering buying motives.

You must be creative in questioning to find exactly what the customer needs and what will cause this customer to buy.

Thirdly, is the discovering of new product, uses and applications?

You have to use your brainpower to discover new ways to use your products and to create sales where no sales exist.

Bringing together all the ingredients of a business transaction, including you, your company, the customer, the service, the price and terms, the delivery and installation, and everything else, in an extraordinarily complex act.

This is a real test of your intelligence and brainpower.

Customers may not want to tell you why they might buy your product.

They know from experience that if you find out what they really want.

You will get it, and they will be too weak to resist your offering.

So your ability to use your creativity to overcome buyer resistance and answer objection is essential to your success.

Asking intelligent questions of employees or customers and analyzing their responses is critical for executives.

Who are responsible for making decisions and setting corporate strategy.

Ask the wrong questions of the wrong people.

And you will not receive the necessary organizational intelligence needed to drive optimal outcomes.

Worse yet, you might waste valuable time and resources in the process. Instead, find the right strategic questions to ask.

We are experts at helping leaders ask the right strategic questions and analyze the feedback.

To determine the success of existing strategies, identify gaps in the strategy.

And establish optimal strategic actions going forward.

Consultants, Fortune 500 companies and SMBs alike have used our digital client engagement platform to automate this questioning process, asking thousands of questions to tens of thousands of stakeholders.

Below are top strategic questions to ask your employees or yourself from our platform.

That you can use that evaluate strategy comprehensively.

These questions cover such areas as:General Strategy, Competition, Product, Pricing, Customers, Sales, etc. – just a small sample of the areas that our platform is capable of pulsing.


Creative prospecting is essential to your success. It brings about thorough planning and analysis, and starts with questions as thus;

Valuable/Beneficial Business Questions:

Strategic Questions to Ask

Assessing your Current Strategy

1. Does your organization’s corporate responsibility strategy match the availability of your current resources?

This question addresses your strategy in terms of the funding, time, people, and information necessary to make the strategy work, determining its feasibility.

2. How often does your organization assess its strengths, weaknesses, opportunities, and threats in order to understand the current business climate?

Measuring these aspects of the strategy will help to analyze the company’s current approach to strategic evaluation and reveal if it is necessary to analyze it more often.

3. How effectively does your organization form and make profitable use of partnerships?

Partnerships can be helpful assets to your company, but they must actively be sought out and well-utilized.

4. If you were in charge of strategic planning for your organization, what changes would you make?

Asking your employees for their own ideas can not only provide interesting suggestions for future initiatives, but also can reveal any discontent with current strategy. With the high importance of strategic planning, it is crucial to ensure your company is creating analytical, actionable plans.

5. How efficient is your organization from an operational standpoint?

Determining operational efficiency can assist in revealing the reasons behind the success (or lack thereof) of your current strategy. By discovering the operational inefficiencies inhibiting success, your company can identify key process improvements.

6. How well does your organization utilize its people as an asset to help it improve, stay competitive, and strategically meet goals? Are people used efficiently or is talent wasted due to lack of effective strategy?

A major problem in many companies is a lack of utilization of existing resources, including the use of people and their particular strengths. Employing an effective strategy can better reveal the particular assets of your employees that can then be engaged to better the company overall.

Assessing your Competition

7. How often does your organization analyze the competition in order to understand competitive advantages and disadvantages as well as identify areas for investment or needs for improvement?

Regular assessment of the competitive landscape is a crucial determinant of corporate strategy, and fine-tuning the frequency of this evaluation will help to reveal how your company’s doing in terms of competitor analysis.

8. How well does your organization strategically differentiate from the competition in terms of the capabilities of its product? How clear is your organization’s strategy for this?

This question helps to analyze and assess competition in a clear, specific way that will yield insight into the differentiation strategy.

  Valuable/Beneficial Business Questions:

Assessing the Future

9. How clear is your vision for what corporate responsibility should be like in your organization in the future? Is the direction that the organization wants to go in clear and understandable?

Clarity is an important part of strategic success, and this question can help determine the intelligibility of your strategy from the perspective of your employees.

10. Is our long-term view reflected in our short-term priorities? Are we pouring effort into initiatives today that have connections with where we expect ourselves and the market to be in the future?

Strategy without long-term perspective is useless, and clear, direct thinking about the future can help ensure the durability of your strategy.

11. Is your organization pursuing growth and new business/market development with as much passion as it does operational efficiency?

This question still addresses the importance of planning for the future, but also focuses on the sense of urgency for growth. Finding the balance between day-to-day operations and new developments is critical for your company’s future success.

12. How effective is your organization’s strategic vision?

A strategic vision involves a clear view of the desired future position of an organization within a market, giving your company a goal to plan around that, when implemented correctly, will produce results.

13. When developing and implementing strategy, does your organization effectively balance short and long-term priorities?

This question further addresses the balance between concentrating on daily operations and on future growth that must exist in your company.

14. How efficient and organized is your organization’s plan for how to improve and evolve the strategic objectives over time?

Just having a set plan for the future is not enough; it must be structured, logical, and well-communicated in order to help direct your company.

15. How do the potential negative consequences that could occur with the implementation of a new strategy compare to the potential positive outcomes?

If the results of these questions suggest that a new strategy is necessary, your company must ensure that this new plan will not cost your company more than it will benefit it. This return analysis helps to evaluate if the pros of new strategic implementations can outweigh the cons.


Assessing your Connections

16. How many established outlets does your organization have through the Internet (social media, websites, etc.)?

By assessing the Internet outlets of your company, you can discover insight into how well your business is utilizing available online resources.

17. How many established connections to other businesses does your organization have?

Connections with other businesses can be used to create new partnerships and go-to-market opportunities, and therefore determining how many connections already exist for your company can help assess current strategy.

18. How many established connections does your organization have with consistent and dependable customers?

Customer advocates can be a lucrative avenue for your company to sell products and thus generate revenue, so determining the extent to which your company capitalizes on these relationships can help assess the effectiveness of your distribution strategy as a whole.

Assessing your Outlets Overall

19. How effective is your organization’s delivery model?

Your company’s delivery model is the method for getting your offering to your customer, and a successful model is a key aspect of your go-to-market strategy.

20. How much potential benefit for the organization does the distribution strategy have?

It is crucial to determine the positive outcomes that the current distribution strategy permits in order to analyze if your company is effectively utilizing its delivery outlets.

21. Considering all possible outcomes, how much risk does the distribution strategy have?

On the other hand, it is important to determine the risk in this strategy. Answering these questions separately then comparing the results can help to fully analyze both sides of the issue.

Product Offering

Assessing your Market

22. To what degree are your offerings clearly differentiated in their market?

This question is important to ask in order to analyze how your company is distinguishing its products from that of competitors and thus working to permeate the market as much as possible. This type of question is important to ask when assessing your competition (see also #8), as well as when analyzing your product itself.

23. How much ease and expense is required for your customer to switch to a competitor’s offering?

It is important to understand product stickiness and customer switching costs to determine how your customer values your product.

24. How often does your organization analyze the competition in order to understand competitive advantages and disadvantages as well as identify areas for investment or needs for improvement?

This question can reveal whether or not your company is evaluating your competition often and in a thorough manner.

25. Based on your knowledge of current efforts to promote your services, what are the major internal barriers to selling your services to clients?

By determining impediments to selling services, your company can find ways to avoid these hindrances and strategize better as a whole.

26. How well does your organization maximize existing resources in order to deliver the product offering?

This question evaluates the method for getting your offering to your customer in order to reveal certain resources that your company could be better utilizing.

27. How aligned are your organization’s offerings to meet market demand?

Not only do you want to be producing the offerings that leverage your organization’s resources, but you also want to be delivering the right products for your target market.

Assessing the Value to your Customers

28. Does your product offering encourage innovation for the customer through versatility, usability, and efficiency?

The more innovative your company’s offerings are, the more valuable they can be to your customers, for innovation is key in any product.

29. How well do the organization’s products solve the customers’ problems and meet their expectations?

Evaluate how your product meets the expectations of your customers in order to ensure the value in your offerings.

30. How frequently does your organization deliver new value-adding ideas to your customers to keep them engaged?

This question addresses how fresh your company is staying with your product and your customers, which is crucial in terms of retaining them as clients.

Assessing the Future

31. What is the direction and state of our innovations? Is the direction right for now, 5 years from now, and 10 years in the future?

A great tactic to use when analyzing the strategy of your company is to envision your product years from now and determine if your product roadmap is truly innovative.

32. Does your organization have several strategies for differentiation, innovation, customer alignment, and a detailed plan of forecasted strategies?

This multifaceted question assesses how well your company is planning for the future in terms of your offerings.

Pricing & Promotion

Assessing your Pricing

33. Considering factors such as competition and timing of discounts, does your organization provide the right amount of discounts and at the right price?

Discounting, when executed correctly, can be a great tactic to utilize, and this question addresses how well your company is using this strategy.

34. Does your organization’s pricing strategy match with the availability of your current resources?

This question addresses prime optimization, which is how well your organization prices its work in comparison to other organizations without forfeiting profit.

Assessing your Promotions

35. Does your organization promote itself through its people? Do the people actively promote your organization?

One of the greatest resources that many companies fail to use is their own people. Employees of an organization can be a company’s best proponents if they are actively and enthusiastically promoting the organization.

36. How effective is your organization at using product placement to subtly appeal to the customer?

Product placement deals with strategically implementing your offerings in context without advertisements, and can be a useful promotion strategy when employed correctly.

37. How often are your organization’s web strategies updated in order align with current organization news and capabilities?

Web strategy must be updated frequently in order to be useful to your company, and this question addresses the regularity of these revisions.

38. Is your organization’s website professional, visually pleasing, and effective at generating customer revisits?

Analyze your website design in order to determine if your company is fully optimizing its web presence.

Assessing your Sales

39. How effective is your organization at ensuring loyalty of current customers by extending various incentives for loyalty to your offerings?

Loyalty marketing is a promotional tool that can help your strategic advancements, as long as the incentives are right for your market, customers, and product.

40. How often does your organization convert leads for potential sales into actual sales in the long run?

This question, though basic, must be asked in order to reveal any problems in your current sales strategy that could be modified in order to better your company’s sales overall.

41What are the most attractive features of your product?

Do you know your product’s most attractive features? List them order of importance. Then go on to determine the following:

why should somebody buy your product at all?

why should somebody buy your product from your company?

why should someone buy your product from you?

You must be able to answer these questions clearly in your mind before you get face to face with customers.

42 What specific needs of your prospective customer does your product satisfy?

What benefits does it offer? In other words, what is in it for the customer to purchase your product rather than someone else’s product or no one’s product?

Write the most attractive features of your product down one side of a piece of paper.

Then write the benefits that your customer will enjoy from each of these features next to them on the other side of the paper. Remember, customers do not buy features, they only buy benefits.

They do not buy products or services, they buy solutions to their problems. They are not concerned with what goes into your product, they are only concerned about what comes out for them.

43. What does your company offer that other companies do not offer? What is your unique selling proposition? In what ways is your company’s or product’s area of excellence?

In what ways is your company product or service superior to anything else available in the market? The greater clarity you have with regards to these answers, the more creative you will be in finding better prospects and making more sales to those prospects.

44.Who exactly is your customer?

Make a list of all the qualities and characteristics that your ideal customer would have. What would be his or her age, education, occupation, income level, experience, attitude or need.

The greater clarity you have in identifying your ideal customer, the easier it will be for you to find more of these customers to talk to.

45 Who buys your product or service right now?

Who are the lowest percentage of your customers and who represent the highest percentage? What do you have in common? How could you find more customers just like the very best customers you serve today?

 46. Who will be your future customers?

Markets are continually changing, and  you must change as well . Project ahead five years, based on current trends, who are likely to be your best customers at that time.

47.  What are the trends in your business and in your market?What changes are taking place that may force you to change the way you sell or the people to whom you sell. In what direction is your market moving? how are your customers changing?

48.  What new market might be there before your product or service?

who else could benefit from your area of specialization and differentiation that you have not yet reached?

49.  Why does your customers buy? what advantages or benefits does your prospect perceived in purchasing your product or service ?

of everything that you offer to the customers , what parts of your production or service does your customers most appreciate and compliment?  what are that hot buttons that causes your customers to buy? you must know the answers to the questions  to quid  from meeting other prospects.

50. Who or what is your competitors? who are your major and minor competitors?

what benefits do your prospective customers see in buying from your competitors? how could you offset these perceived benefits how could you position yourself in such a way that people would buy from you rather than from your competitors .

This is often the key to breaking open the entire market.When you position yourself properly against your competitors, your sales often increase by hundred of percents.

51. What is your competitive advantage? this is your area of differentiation. In what way do you have advantage over your competitors? how and why are you superior, but if you don’t  have a competitive  advantage, don’t compete .

Your competitive advantage is invariable the most important reason that a customer would choose your product  over that of your competitors. Fully understanding the nature of your competitive advantage is the key to develop an effective and creative sales presentation.

You should  be so clear about the competitive advantage of your product or service that someone could wake you up at night and ask,why is your product better than anybody else’s? and you could answer the question out of a sound sleep.

52. Who are your non customers? who are the people  who could use your product or service , but buy neither  from you nor your competitors.These are people who are not even in the market at all .In reality, the non customers are the greatest  untapped market for your products or service.If you can identify  them and find and find a way to get through to them , you can often create sales where no sales exists and where  there is little competition or price resistance.

Valuable/Beneficial Business Questions

53 When do your customers buy? when is the best time to sell to your customers? is it a specific time the business cycle or a specific season during the year? do customers buy when business is growing,or when business is declining  some services are most appropriate with businesses are in difficulty. Other services are bought more readily when business are growing rapidly.

What season of the year do your customers buy the most.During what stage of the business cycle do they buy? some products are most suitable for start-up business. Others are better suited for growing business. And some work best for large companies that have stabilized or leveled off in the market.

54What has to happen before your prospect will buy your product? often, a person will only buy a product, or try out a company  or service, when she has received a recommendation from someone she trusts. Sometime the prospect will only buy when she has spoken to another satisfied customers, or the prospect has to get encouragement ,reinforcement, or approval from another person before she feels comfortable enough to buy.

Here are some questions to ask the hesitant prospect , what would have to happen before you  went ahead with this offer?,what would you have to be convinced of to buy this product or services?

The answers you get will often give you the key to the sale.


We hope you find our list of strategic questions to ask your employees or yourself valuable and beneficial to your company.

These questions represent a small sample of our diagnostic library that we draw upon when running business diagnostics for our clients.

Because each question tends to elicit an in-depth response.

We tend to ask fewer questions per assessment so as not to overwhelm participants.

Beyond asking the right questions, it’s important to involve the right set of stakeholders.

To analyze the responses for new insights, and measure any changes in performance over time – all of which is possible with our platform.

Top keys to Successful and Creative Selling questions in Business in conclusioncreative selling begins with a thorough knowledge of your product or service.

The better you know and understand what you are selling, the more creative you will become in selling it.

The more knowledgeable  you are about why  and how your product or service is superior to that of the competitors, the better you will be in expanding it to customers and in overcoming their buying resistance.

Read, study, and memorize your product information.

Find  out your competitors are selling, what they emphasize, and how much they charge. Become an expert in your market

Write a minimum of twenty answers to each question,once you have done that, go back over your list of answers and select at least one idea that you will implement immediately.

When you generate these answer, and then take action on at least one of them , you keep the tap open for creative ideas all day long.

As you move through your day , you will constantly have ideas and insight on how you can be more effective and get more done. Your mind will sparkle like light on a Christmas tree. You will be more alert and aware.

You will come up with solutions not only to own problems , but to the problems of others quickly and efficiently.

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