Posts Tagged ‘revenue growth’
The CEO’s Formula for Applying the Science of “Revenue Generation” – Part 1
Posted by Rick McPartlin on December 12th, 2011
The science of “Revenue Generation” has uncovered a formula for CEOs and CROs (Chief Revenue Officers) to use to successfully manage the growth of profitable revenue.
This formula has 5 variables that determine the revenue outcome. The 5 variables aren’t optional the only question is how are they managed – intentionally or unintentionally? If you influence the variables then you have control over the revenue outcomes, which is how to exercise control over the growth and profitability of the business.
Uuuuuuuuuh, So WHAT’S My Job Again? The CEO’s Top Concern Is …
Posted by Rick McPartlin on December 5th, 2011
If a member of my Vistage group asks “What’s the one job the CEO is accountable for?” I say this: predictably growing profitable revenue. That’s it.
Are you in love with your customers?
Posted by David Shedd on August 23rd, 2011
Does your company love your customers? The harsh truth is that most companies don’t love their CURRENT customers – they love acquiring NEW customers. New customers are sexy and exciting, so that’s where they spend their money and efforts; that’s where star salespeople earn their stripes. But after the deal is signed, those formerly exciting new customers become “current customers” and are handed off to less experienced account managers for servicing.
Yet your current customers are the most important customers you have. Instead of losing touch or relegating them to second-class status, you need to deepen these relationships. You need to understand their problems, partner with them to find new solutions, and turn them into evangelists for your company.
Stop competing with yourself!
Posted by Rick McPartlin on July 26th, 2011
As a fledgling salesperson, I believed product knowledge, excellent communication and hard work would lead to success.
With a few years under my belt, I believed that the additional processes and skills I learned through training would allow me to achieve even greater success.
Yet when I became a professional salesperson, I discovered a painful truth: no matter how good I was, how hard I worked, or what I tried, I would never be more successful than my organization allowed me to be.
My most difficult competitor was MY OWN COMPANY!
