How top growth CEOs avoid revenue misses.

Your corporate strategy carries a lot of weight. It sets direction for the entire organization, judiciously allocating people, money, and time to generate the most profitable growth. It also determines the way in which different business functions work together to win in the marketplace.


How can you tell if your corporate strategy measures up? Consider the following questions. They will help determine whether you need an overhaul to make the number in 2017:


  • Strategic alignment: Are the objectives of product, marketing, and sales functions in line with those of the CEO and board?
  • Competitive standing: Have your competitors or your industry been growing faster than you?
  • Go to market: Has your go-to-market model lost its effectiveness?
  • Differentiators: Have your competitive advantages begun to fade?


If you are experiencing any or all of the preceding issues, start by framing the problem objectively. Challenge assumptions to make sure your assessment is not limited by your usual reference points. Next, attack the problem in bite-size chunks by breaking big corporate strategy problems into smaller, more manageable ones. And finally, consider ways to simplify complex concepts using a common vocabulary across the organization.


Have expectations gone up and left you wondering if you can make your number? 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.




Make Your Number in 2017 - Special Strategic Planning Issue

Discover how you can align your Corporate Strategy with a successful Revenue Growth Methodology using our 10th annual workbook.


Aaron Bartels

Helps clients solve the most difficult challenges standing in the way of making their number.

He founded Sales Benchmark Index (SBI) with Greg Alexander and Mike Drapeau to help business to business (B2B) leaders make the number. The world’s most respected companies have put their trust in and hired SBI. SBI uses the benchmarking method to accelerate their rate of revenue growth. As an execution based firm, SBI drives field adoption and business results.

His clients describe him as a consultant who:


“Makes transformational impacts on me, my people and my business”


“Solves my most difficult problems that to date we have been unable to solve ourselves”


“Brings clarity to an environment of chaos”


“Has real world sales operations experience making him qualified to advise us on a variety of sales and marketing challenges”


“Is able to spot proven best practices that once implemented will make a material impact on my business”


“Constantly challenges status quo and compels us to act”


“Focuses on execution and driving change to stick in our environment”


“Makes good on his promises while enabling our business to realize his projected results”

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