It’s easy to read about the best way to make your number. But now it’s time to sit down and actually plan out the calendar for the year ahead.

 

You may be asking yourself: Am I where I need to be in my annual timeline? When should I launch the strategic alignment process? What do I need to accomplish in each quarter?

 

As SBI learned, there’s a common annual strategic planning process used by all leading organizations. The “How to Make Your Number in 2018” Workbook or interactive tool will guide you through that. You can also request a Workshop with us to help guide your business through these steps and make sure you’re set to make the number in 2018.

 

First, we’ll provide an outline of what that common process looks like.

 

And we’ll begin with Q4

 

Q4: Refine Product, Marketing, Sales, and Pricing Strategies

 

You most likely have already started on your path to strategic alignment by conducting Market Research and developing your Corporate strategy.

 

Now, the Product, Marketing, Sales, and Pricing strategies teams are preparing their strategies to enable your business to adapt to and work with changing trends in the marketplace.

 

Once each strategy is drafted and reviewed, a priority list of three to five key integration points must be made. These points will be your KPIs going forward, and will keep your teams and strategies aligned.

 

With these strategies nailed down, you’re ready to put them into action.

 

Q1: Strategy Launch

 

Once your strategies are launched, you still have to make sure each team stays on track and aligned. To do this, weekly and monthly reviews must be put in place.

 

On a weekly basis, functional leaders meet one-on-one to look for areas of misalignment, share new market intelligence, and find out what each function needs from the others. On a monthly basis, each team must review the KPIs and address any larger scale alignment issues.

 

If your operation is running like a well-oiled machine, there’s only one more tactic to set in motion.

 

Q2: Strategy Refreshes

 

With one quarter of the new strategy under your belt, the Quarterly Business Review (QBR) starts and continues through the rest of the quarters.

 

The purpose of the QBR is to update strategies to review financial performance, adjust each strategy to new market conditions, and address any outstanding alignment issues.

 

In the next Q3, this whole process repeats.

 

Q3: Validate Market Research and Corporate Strategies

 

This is when you start to refresh your strategic alignment plan. Q3 is all about understanding the changes in the market, buyer, and competitive landscapes. You’ll also compare how well your Corporate Strategy is performing against a set of productivity measures relative to investor or board expectations.

 

These tasks are crucial because they set the foundation of your next year ahead and account for new and emerging trends that will affect the market.

 

Putting Your Plan Into Action

 

Evidently, documenting your strategic alignment process is one thing. Launching it is another. And keeping it in check throughout the year is the ultimate test of how prepared you are to make the number.

 

Need guidance getting your company’s annual planning process ready? Leverage the “How to Make Your Number in 2018” Workbook or interactive tool to help guide your business through these steps and make sure you’re set to make the number in 2018. You can also request a Workshop and we’ll help you do the legwork.

 

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ABOUT THE AUTHOR

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 joining SBI in 2009, Matt spent eleven years leading sales and marketing team 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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