Massive competitive changes in today’s world have caused companies to rethink how the business collectively creates, orchestrates, connects and manages revenue portfolios. This includes clients, brands, products, channels and regional portfolios. Many CEOs do not believe in their current revenue models, as suggested by a recent Frost & Sullivan CEO survey, which found that 80% of CEOs do not have the confidence in their organizations’ ability to achieve above industry-average sustainable growth rates. One of the key reasons for this is because there is a disconnected, sub-optimized and overly complex revenue landscape.
As a result, organizations are putting more emphasis on the need for revenue architecture. They are appointing Chief Revenue Officers and/or Revenue Architects or are holding the Sales and Marketing Directors responsible to drive the growth strategy, orchestrate and connect the revenue portfolios, drive client centricity and optimize the revenue related processes.
We help organizations to build the capability to orchestrate the connected, creative and agile landscape
We provide online learning and class room training in order to transfer knowledge to your organization
We provide specialist advise in order to ensure successful adoption of the change
We provide best practices, methods and step by step journeys
We offer a technology platform that enables the management of an ecosystem
It is almost impossible to have a holistic overview across the revenue landscape due to multidimensional complexity, persistent silos and the agile nature of today’s business environment.
Use a collaborative digital matrix to create an overview of the revenue landscape across customer segments, brands, channels, products and regions.
Lack of an overview, lack of rigorous data collection and lack of opportunity assessment prevents the uncovering of hidden revenue opportunities.
Use gridding to subdivide the revenue landscape into smaller parts, make it a collaborative to collect data and evaluate the growth potential of each part.
To make granular choices when selecting markets, revenue architects must have a deeper and more granular understanding of the growth pockets and their drivers.
Deep dive to the right level of granularity using nested matrices to identify hidden opportunities and define precise initiatives to unleash this potential.
Collaboration between product, client and channel owners is difficult to manage but contains the biggest opportunity for revenue growth. Silos persist and prevent effective cross selling.
Juxtapose the different portfolios using matrices to bring everybody on the same page, identify opportunities in the intersects and define initiative to realize their potential.
It is not only important to find new revenue opportunities, it is also important to keep clients and to build long term relationships with them. Driving a client centric strategy is key to long term growth, however client centricity means different things to different people. To align teams to deliver client centricity remains a challenge.
Create a common understanding of the meaning of client centricity in your organization and align teams to deliver on this intent.
Managing sales enablement as a strategic ongoing process that equips teams to have consistently, effective engagements with prospects and customers throughout the buyer’s journey.
Design and execute a blueprint in a collaborative way to create consistent and effective engagements with prospects and clients and get real life feedback on the design.