Market disruptors and dominators—the top 9% of all companies—are a unique species. Like sharks, they never stop swimming. They know they’ll succumb to market forces (and nimbler competitors) if they do. So they monitor their health, measure results, and make course corrections throughout the year.

 

In Q4, these companies take a critical look at their functional strategies. Product, marketing, sales, and pricing: How are they responding to market changes? How are they advancing the corporate strategy? Do they need to be realigned?

 

To beat your 2018 estimates, you need to explore these questions in Q4. And ensure your functional strategies are in peak shape.

 

Here’s how the top 9% do it.

 

Establish a Cadence Among Functional Leaders.

Regular, open communication among functional leaders (with an active CEO at the helm) is essential. From a competitive standpoint, it’s do-or-die.

 

Here’s what we recommend:

 

  • Weekly Alignment Calls —These are the leadership huddles. What do you owe each other since the last call? What are you working on that other leaders might help with? Where are you holding each other back relative to revenue goals?
  • Monthly Stoplight —This is an assessment of company-wide metrics, in preparation for the QBR.
  • Quarterly Business Review —The QBR’s purpose is not to dwell on yesterday’s news. It’s to move the company forward. Have Q3 assumptions been validated? If yes, stay the course. If no, adjust functional strategies. If no new data is available, stay the course for now.

 

This cadence lies at the heart of top performers’ ability to achieve predictable revenue growth. Imagine putting this knowledge to work at your company. You can, if you leverage our “How to Make Your Number in 2018” Workbook. It will help you set a new course and sail toward your revenue goal.

 

Determine How You’ll Measure Progress.

How can functional leaders identify KPIs? By reviewing each other’s strategies. During this process, a priority list will emerge. The top three to five key integration points should be measured going forward.

 

Once functional leaders are focused on common KPIs, they’ll be more fully aligned. And the company’s revenue growth plan will optimize functional investments.

 

The Clock is Ticking on 2018.

If you start laying the foundation now, you’ll reap the rewards in 2018. Emulate the top 9% consistently, and you’ll reap the rewards year after year.

 

Let us help. Request a workshop with an SBI expert. Then start reviewing SBI’s “How to Make Your Number in 2018” WorkbookYou’ll come away with the insight you need to beat your 2018 estimates. And a plan you can implement right away.

 

Sales Revenue Growth

ABOUT THE AUTHOR

Mike Drapeau

Makes data and analysis come alive so clients can understand the “what” and “why” and design solutions that fit the environment.
Mike has led every function at SBI – Delivery, Sales, Talent, and Technology. Now he is a leader for Account Management, Private Equity Partnership, and long-term business development at SBI.

 

He has personally led over 100 projects for SBI over his decade+ time since its founding in 2006.

 

This starts by earning trust – of clients, of PE firms, of prospects. Mike obtains this by leveraging deep domain expertise, with more than 25 years in sales, competitive intelligence, sales management, marketing enablement, product management, pre-sales and sales operations. Mike relishes the idea of living in the field. So he does.

 

As a founding partner, Mike built out SBI’s library of emerging best practices for sales and marketing, which leads to evidence-based solutions, custom-fit to each client. Mike built himself many of the solutions now part of the Revenue Growth Methodology. And whatever he touches gets adopted. This is part of his commitment to making it happen in the field.
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