Consulting Services: Getting You From "Intuitive
to Intentional" with Competitive Advantage
Any valuable solution begins with a problem that a customer has deemed worth solving. Once that decision has been made, resources are allocated, commitments and accountabilities reaffirmed, and a project is born. Each project is different, complete with its own set of challenges and dynamics. The collaboration with a trusted advocate should be fun, exciting, and ultimately deliver a measurable, outstanding return on investment.
At Speed To Revenue, that is our goal. Our customers demand nothing less. Just let us know when you’d like to have a discussion – free of charge, of course – and let us explore together the scope of your project and desired outcome. If you decide to move forward, we will apply a Deming-based Continuous Process model, beginning with the identification of causes, mining other important data and information, agreeing on a game plan, developing the appropriate checks and balances (systems and processes) to sustain the effort, and finally execution.
It’s that simple - as it should be. We sincerely appreciate the opportunity to help you with your Strategic Growth Initiatives.
Our Model and Offering: How Revenue Growth
Happens
Growing revenue profitably and quickly is not a
standalone proposition.
It is the result of an interdependent system of
four related
variables strategically designed to work in
harmony.
Speed To Revenue specializes in each of the
following areas.
*
1. P l a n *
Plan
is first because it is where the company’s DNA is
designed.
Fill the blank canvas with front-end,
Leadership-driven
activities and strategy necessary for success.
➢
Target Customers:
Identify your
Ideal Client
(target markets), so you know where to focus
efforts. Develop specific strategies around
customer and product segments as warranted. The
objective of business is to take make a good
profit, and it starts here.
➢
Create Competitive Advantage (C.A.):
Creating C.A. and a compelling Value Proposition
are the most important strategic actions a
company can perform. True C.A. grows market
share, protects and elevates margins, and
therefore improves profitability. C.A. is
not
a company’s Strengths.
➢
Set Goals, Objectives, and Tactics:
The organization and its people need clear
direction on what they’re working toward.
S.M.A.R.T. still applies (Specific, Measurable,
Attainable, Relevant, Time Bound). The systems
for creating accountability to this piece are
listed under
Process.
* 2. P r o c e s s *
Executing
how
the work gets done is directly correlated to
achieving
key company objectives including Profitability,
Productivity, Reliability,
Culture, Sustainability, and Customer Experience
and Satisfaction.
➢
Formal Sales Process:
Sequential steps
from the customer’s
perspective,
not the salesperson’s. Our unique architecture
shortens the sales cycle so sales can be realized
faster.
➢
Selling Skills Training:
Winning in the First Third
is “Salesperson Approved.” It is conceptually
simple, customizable, and is the most effective
selling skills training on the planet (or so
we’re told).
➢
Sales Performance Management:
Sustaining the new culture, supporting the
training, and driving results requires a
systemic
approach. Think “intentional” versus “intuitive.”
Put people into a position to win with formal,
effective systems and processes that surround
them with the data and tools to succeed. These
tools include Time and Territory Management
prioritization methods, Account and Sales Call
Planners, Strategic Planning Documents, CRM,
Pipeline Management, Gap Plans, Metrics and
Measurements, Dashboards/Scoreboards, and Sales
Meeting Optimization.
➢
Create Memorable Customer Experience:
Independent of the sales effort, this is purely
executing internally on the Brand Promise and
Value Proposition. Customer Service, Order Entry,
Fulfillment, and Delivery, among others, must all
deliver. Process Mapping is mandatory.
➢
Data Mining and Analysis:
Determine key profitability indicators through
customer and product segmentation, including ROI
and Contribution Margin. Learn where to focus for
maximum ROI.
* 3. P e o p l e *
Building
a high performing, results-oriented
team
starts with the
players and an overarching goal of maximizing
group dynamics (chemistry).
Without the right players, nothing good happens.
➢
Optimize The Hiring Process:
Hiring for a position versus hiring to
fill out a team
are two completely different things. Attracting,
recruiting, and hiring the right people is a
crucial activity that companies cannot afford to
get wrong – but often do. Our process greatly
improves your odds of getting it
right.
➢
Develop The Sales Force:
Feedback (daily coaching & timely reviews)
and Reward and Recognition systems are key
leadership communication vehicles. Benefits
include lowering employee churn (costly), putting
people into a position to win
(culture/environment), improved results (the real
goal), and preparing people for the next level
(succession planning). Nothing is static in life.
You’re either getting better or falling behind.
Learn how to become stronger as a company by
creating a Learning Organization.
➢
Create Effective Compensation Systems:
While money isn’t the primary motivator for
successful salespeople – working for a great boss
and company, and receiving meaningful recognition
is – employing a
de-motivating
compensation plan will drive good people away.
Effective pay systems attract (and keep) top
talent, and help the sales team stay focused on
key objectives while driving necessary results.
While this could easily fit under
Process,
it so affects the
People
aspect of sales performance that we placed it
here.
* 4. M a r k e t i n g *
The
primary job of
Marketing
is to drive sales opportunity by profitably
getting and keeping good customers. This is
accomplished by determining and
communicating the Competitive Advantage via every
vehicle in the company’s
arsenal, achieving a singular, dominant,
effective message that drives sales.
➢
Customer and Market Research:
While two very different things, both are
necessary and critical to not only the design
stage of Competitive Advantage and Value
Proposition, but execution as well. Discovering
and creating a Brand Promise is a major
undertaking, but the rewards include company
survival.
➢
Communication:
Once the Brand Promise and Creative Advantage are
developed, get the message out – consistently –
via the Sales Force, e-newsletters, e-mail
campaigns, business cards, leveraging all company
touch points (invoicing, message on hold, etc.),
and a myriad of other ways.