Strategic alignment is the path to delivering revenue growth consistently. It allows organizations to hit their number quarter after quarter, year after year. It does this by getting the functional strategies of sales, marketing, and product management into alignment with the CEO’s corporate strategy and the external marketplace.


It’s difficult to grow revenue faster than your industry’s growth rate and faster than your competitors. Leverage the How to Make Your Number in 2018 Workbook to access a revenue growth methodology to hit your number quarter after quarter, and year after year. 


The topic of today’s article is strategic alignment. The goal of this article is to illustrate the size of the prize for you and your business to achieve strategic alignment across the organization and externally.


Your organization must be in alignment. If you’re not, the chances of making your number decrease significantly. There are four primary benefits to achieving strategic alignment.


There are four benefits to achieving strategic alignment.   


1.Probability of obtaining the revenue growth objective will increase


Only 22% of companies utilize emerging best practices. These organizations have a correct understanding of the impact these emerging best practices have on performance. They perfectly combine long-term strategy with in-year execution. They actively work to achieve strategic alignment within their organization and with the external market.


As a result of emerging best practices, 94% of these companies make their number. Meanwhile on the other extreme, only 34% of companies that use standard operating procedures make their number.


2. Customer Lifetime Value (CLTV) will increase 


SBI found best-in-class teams operating with emerging best practices have a 28% higher CLTV versus companies that follow standard operating procedure. This directly impacts top-line revenue for years to come. Every subsequent year it gets easier to attain the organization’s revenue growth objective. This leads to happier customers because you become more customer-centric in how you serve the market.


Each step starts with the customer in mind, which results in a focused customer experience strategy. This reduces churn, inspires your customers to buy more from you, and moves you into strategic partnership status.


3. Productivity per sales head count will increase 


As companies adopt emerging best practices, productivity per sales rep outpaces the industry by as much as 59%. This is true because the percentage of reps making quota goes up, the percentage of overall plan attainment increases, and win rate of forecasted deals increases. 


These increases occur because the entire organization is aligned around serving customers in the areas where they need the most help. This results in a more aligned and effective organization where the sales team is “truly” supported in its pursuit of revenue growth by leadership, product, marketing, HR, customer service and others.


4. Customer Acquisition Cost (CAC) will decrease 


The reductions in CAC are significant. Given that 35% of revenue is allocated across product, marketing and sales, a reduction in CAC of 31% drops more than 10% to the bottom line.


The fruits of cross-functional alignment increase collaboration among your teams. This translates to more efficiency. This provides the leadership team with clear direction on how to best allocate your people, money and time toward your revenue growth objectives. As you win more deals with the same investment, acquisition costs start to decline. 


The Path Forward? 


The path to strategic alignment is the implementation of a Revenue Growth Methodology (RGM).  These four benefits are realized when the RGM is implemented by great business leaders. These superstars consistently accelerate revenue growth and make their number year-over-year. 


This is because the RGM forces a standard of excellence across the enterprise:


  • Perfectly blends strategy with execution
  • Implements emerging best practices as opposed to standard operating procedure
  • Facilitates and achieves strategic alignment among the external market, the corporate strategy and the functional areas.


It’s difficult to grow revenue faster than your industry’s growth rate and faster than your competitors. SBI’s Revenue Growth Methodology allows you to accelerate your rate of revenue growth. It does this by getting the functional strategies of sales, marketing, product management, and human resources into alignment with the CEO’s strategy and the external marketplace.


Have expectations gone up and left you wondering if you can make your number? Here is a Revenue Growth Diagnostic tool that will help you understand if you have a chance at success. Take the Revenue Growth Diagnostic test and rate yourself against SBI’s sales and marketing strategy to find out if:


  • Your revenue goal is realistic
  • You will earn your bonus
  • You will keep your job


Sales Revenue Growth



Matt Sharrers

Leads the firm's focus on the CEO’s role in accelerating revenue growth by embracing emerging best practices to grow revenue faster than the industry and competitors. 

Matt Sharrers is the CEO of SBI, a management consulting firm specialized in sales and marketing that is dedicated to helping you Make Your Number. Forbes recognizes SBI as one of The Best Management Consulting Firms in 2017.


Over the course of nearly a decade at SBI, Matt Sharrers was an instrumental early partner guiding SBI as the Senior Partner. Matt’s functional responsibilities included acting as the head of sales where he led SBI’s double-digit revenue growth, and was responsible for the hiring function to build SBI’s team of revenue generation experts.


Prior to joining SBI in 2009, Matt spent eleven years leading sales and marketing teams as a Vice President of Sales. Matt has “lived in the field.” As a result, he is the foremost expert in the art of separating fact from fiction as it relates to revenue growth best practices. CEOs and Private equity investors turn to Matt’s team at SBI when they need to unlock trapped growth inside of their companies.



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