Five warning signs tell you when it’s time to move into emerging best practices.

Exceptional executive leadership teams distinguish themselves from functional peers by adopting emerging best practices. In particular, they embrace the Revenue Growth Methodology, an emerging best practice that enables organizations to outpace their industries and their competitors by achieving strategic alignment across corporate, product, marketing, pricing and sales strategies. Continue the discussion in depth by leveraging the “How to Make Your Number in 2018” Workbook


The following five signs indicate your organization could benefit from putting the Revenue Growth Methodology into practice.  


1. Getting Caught Up on the Expectations Treadmill


Sustaining growth is hard, it is especially true for large organizations. Let’s say that your industry growth rate is 5 percent, and your company has $1 billion in annual revenues. If you figure 5 percent growth for the next 10 years, revenues will rise to $1.63 billion. Now assume you want to outperform your industry and grow revenues by 8 percent for the next 10 years. To do this, you need to increase revenues to $2.16 billion. It requires new sources of revenue that can grow more than $530 million per year by the 10th year.


Sales effectiveness programs cannot produce this kind of result. To succeed, you must rely on a Revenue Growth Methodology that brings corporate, product, marketing, and sales strategies into alignment.


2. Hitting Your Number Sporadically


Sometimes you make your number, but not consistently and not always. Temporary spikes in revenue are misleading. They cause sales leaders to go from hero to goat overnight. There are many culprits. Maybe a hot product comes out a year before your competition can respond, and this advantage provides a temporary revenue lift.


But sales effectiveness programs provide only temporary revenue lifts like this. A Revenue Growth Methodology allows you to make your revenue growth target every quarter, and every year. How? It does not depend solely on execution. It blends strategy with execution masterfully.


3. Grappling with an Unrealistic Revenue Goal 


Some organizations target revenue goals that are simply unrealistic, given the difficulties associated with sustained growth. Industries, companies, and products have life cycles. When markets mature, growth slows until innovation stimulates new demand. Sales effectiveness programs don’t take that consideration into account. As a result, they fail to deliver above-average revenue growth.


Top-producing executives implement a Revenue Growth Methodology that takes all factors into account, including where an industry, company, or product is in its life cycle. They question whether growth will come from attracting new buyers to a product for the first time, or taking share away from a competitor. The answer to that question alters your approach to growth, and is one example why a Revenue Growth Methodology is far superior to traditional sales effectiveness programs.


4. Falling Behind Industry Growth


Your company’s revenue growth rate is constrained by the growth of your industry. And your industry is growing revenues at a faster rate than you are. Moreover, sales effectiveness programs focus only on sales, so they cannot generate revenue growth that exceeds the industry rate. In contrast, the Revenue Growth Methodology focuses on product, marketing, pricing and corporate strategies together with the sales strategy.


This holistic management method enables companies to grow faster than the industry rate.


5. Trailing Competitors


Your competitors are growing revenues faster than you are. Gains in market share are key to growing revenues. This is especially true if you are in a mature market. But growth that comes from taking share away from competitors is the hardest type of growth to achieve. And it’s typically the most expensive. In comparison, growth from general market expansion is much less expensive because competitive retaliation is low.


Sales effectiveness programs alone do not deliver revenue growth by taking share from competitors. The Revenue Growth Methodology considers markets, products, competitors, and go-to-market approach altogether. This comprehensive portfolio of benefits enables organizations to generate revenue growth from share gains.


If you see the writing on the wall, SBI can help. Our flagship publication (“How to Make Your Number in 2018” Workbook) is the secret for making your number every month, quarter, and year — in a predictable, hassle-free way. Leverage it now in your annual planning and every year thereafter.  Also, you can access the Workbook’s interactive tool now to self-assess your strategy against the emerging best practices of market leaders. 


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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