Method 1:
First we will set next year’s budget for the company and each department. Then we will have each department spend the next day planning how they will allocate the budget for their team and bring back any issues we must adjust.
Based on the applied budget we will do a SWOT for each group, product and for the company to present those back to the big group.
Finally, on the last afternoon the job is to go back into teams and assign responsibility for meeting the revenue targets by departments and products for next year. We will close the meeting with 15 minute presentations showing where the assigned revenue is going to come from and who is responsible.
Next week you go back and launch your 4th quarter revenue push and lay the foundation to accomplish your next year assignment.
That is a “no Revenue Strategy” way to do planning. The goals and the resources come from headquarters and the world is expected to bend to HQs dream with NO reflection of the value the customer wants.
Method 2:
Imagine if day one the group answered these 5 questions and then deployed in alignment teams based on the answers?
- What is our brand promise?
- What’s the customer “problem” that we solve that no one else solves?
- What niche/s do or will we dominate?
- Who is our ideal customer?
- Which are our key offers for dominating the niche?
The deployment plan is aligned to these questions, which creates aligned metrics to manage to. Since deployment is aligned it is easy to define the budget required to dominate a niche or niches based on the value of the customer’s problem we uniquely solve.
Which method do you want to use, the first or the second?