Posts Tagged ‘Strategy’
“I’m lying awake worrying about sales!”
Posted by Jane Adamson on June 2nd, 2009
As you’re well aware, a CEO is constantly juggling a myriad of challenges. But when it comes to sleep deprivation, the top culprit is typically revenue-related … burning questions such as
Is my sales manager doing a good job?
Is my star salesperson going to quit?
Why does one salesperson excel while others struggle?
This stress frequently stems from two beliefs:
That consistent revenue generation depends on the talents of a few select individuals
That those individuals operate in a world lacking both structure and predictability.
Good news: You can eliminate this chaos! Revenue generation is a science similar to other disciplines inside your organization. And there are three keys to your success.
“I have people who handle marketing and sales. What’s a Chief Revenue Officer and do I really need one?”
Posted by Rick McPartlin on May 5th, 2009
You have a sales team and a marketing director, but they’re in constant combat. Your revenue growth is flat. Margins are shrinking. And whether you realize it or not, you’re drastically overpaying for results. It’s a common problem, but the companies who solve it can remove 10-15 points of cost while driving their top line to generate predictable results.
How can you solve this issue? By becoming a Chief Revenue Officer, or CRO. No, you don’t necessarily need to hire a CRO – you just need to add “CRO Thinking” to your own job description and “act like a CRO.”
“We have a great strategy but have trouble executing it.”
Posted by Jane Adamson on April 8th, 2009
Have you had this thought lately?
“This year we’ll include a wide range of employees to assist in developing our revenue strategy. People will feel involved, they’ll fully understand the reasoning behind why we’re moving in this particular direction, and they’ll have ownership of the strategy. In fact, this is so important we’ll even hire an outside facilitator and conduct the strategy sessions off-site so there will be no distractions. The result will be a well thought out plan for moving the company forward. Perfect.”
Not really. Because, as we all know, the challenge of implementing that strategy is what trips us up. We put a great deal of time and energy into developing a strategy, but daily tasks, emergencies, and problems cry out and divert us from strategic initiatives. Six months down the road we’re sitting in a meeting struggling with familiar issues, and the great strategy we developed is long forgotten or ignored.
