Create A New High Water Mark
For An Important Aspect Of Your Business

THE PROBLEM


Does Your Company Need to Formalize Its Revenue Growth Process?

“We're doing $50 million and I know we're capable of doing $100 million – but something isn't working.”

 

Symptoms of a Revenue Growth Process Problem

  • Revenue growth has slowed despite capable sales and marketing people.
  • Margins are declining.
  • Strategic sales opportunities stall.
  • Existing accounts aren't producing to their potential.
  • Existing markets aren’t being penetrated.
  • Existing products aren’t selling as anticipated.
  • Sales reps aren’t generating golden spike sales opportunities.
  • The number of referrals and introductions are below expectations.
  • New markets and territories aren’t being developed.
  • New products and services aren’t being introduced.

 

The Right Questions are the Starting Point to Solving the Problem

  • Is our UVP meaningful and is it being experienced consistently?
  • Are we pursuing well-defined markets?
  • Are we balancing account development, new account targeting and campaigns?
  • Is the marketing process generating enough Sales Qualified Leads?
  • Is the sales process producing a healthy sales funnel?
  • Are sales opportunities progressing through the funnel for identifiable reasons?
  • Why are prospects being lost and why do opportunities stall?
  • What is in the queue for developing new markets and new products and services?

 

Accountability Without Alignment Creates an Organizational Problem

You may have talented people, solid products, a strong customer base, and an excellent reputation—and still be leaving profitable revenue on the table.

  • Leadership establishes the right strategy, but mission critical processes don’t support it.
  • The sales team has a quota but doesn't control the marketing process, customer experience, product development, pricing, target markets or operational execution.
  • Marketing is responsible for growth, but doesn't control the sales process, proposal development, customer relationships or delivery.
  • R&D is expected to create new offerings but isn’t led by a SWOT Analysis.

 

The result is accountability without alignment. The answer isn't necessarily another salesperson or more marketing, or another technology platform. It may begin with something more fundamental: Design the revenue growth process. Assign ownership. Measure how it performs. Improve it continuously.