Revenue generation is always on the CEO's agenda. Irrespective of what survey or market analysis you look at, growing revenue is one of the top three - if not the number one - priorities of all commercial organisations. It is one of the primary indicators used by analysts opining on a company's value and as such it impacts every 'C' suite member.
So the hunt for customers is on - and not just any customers. CEOs want customers they can build sustainable, profitable relationships with. That means they need better understanding of the market; better understanding of customer needs; better, more targeted propositions and better understanding of their investment in marketing.
Gaining and acting effectively on that kind of insight can not be achieved from one point in the organisation - it requires all functions within the organisation (for example, marketing, finance, sales, operations) working with the board to keep the strategic direction of the organisation at the heart of any growth initiative.
Despite a common agenda, that isn't necessarily easy. The language and perspective of each function can be very different - but a business strategy for growth must take into account customer needs, financial considerations, effective tax management and the organisation's capacity to change the way business is done.
Clarity and agreement on the objectives and criteria for measuring success, across functions, is therefore very important. And like any serious business change, only commitment from a senior sponsor will make it stick.
We bring our core competency of independent business analytics and challenge to the problem, coupled with the ability to assist management in all stages of revenue growth cycle.
Our revenue growth framework (73K PDF) addresses the cycle of revenue growth; from development - covering strategy and development of the proposition; through implementation - including customer analytics and sales and distribution; and on to sustaining growth - through customer servicing and retention and measurement, management and control.
The framework makes clear that organisations can be flexible in where to address the growth issue, and that their efforts will be iterative. It provides a focal point and context for conversations across the functions of an organisation, bridging the various perspectives of those involved, to establish a cross-functional commitment to and understanding of the campaign for growth.