How well do you understand your competition, and do you know how to beat them? Beating the competition is not just the responsibility of sales. It is not just the responsibility of marketing. It’s the responsibility of every key function in the organization. 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. 

 

To win consistently you need strategic alignment. What do we mean by that? The alignment of all the key strategies inside the organization. This, and only this, ensures you have the greatest chance of beating the competition.

 

Best in class sales teams cannot do it alone. The days of “sending in the closer” are gone. Instead, the ability to beat the competition comes down to function by function competitive advantage. This competitive advantage is the difference between making and missing your number. How can you be sure you make sure you have what it takes to win?

 

Defining Your Competition

It starts with definition. Do you know your competition well enough to develop win strategies? No market is without competition. You have to be prepared to compete and more importantly, win. You must understand your competition. And have a clearly defined strategy on how to beat them. Equally important – you must also understand how they are going to try to beat you.

 

Some simple questions to ask yourself here include:

 

  • Who are your competitors in each market?
  • How do your competitors beat you?
  • How do you beat your competitors?
  • What is my value proposition?
  • How are we, as an organization, driving our differentiation?

     

A great resource to review is a recent podcast by the CEO of Pulse Secure. The CEO’s main role is to carefully point their company to compete in markets that have great growth characteristics. When fighting the competition becomes a bear, the CEO can’t rely on an A-Player head of sales to sell their way through a disadvantaged growth strategy.  Review the interview with Sudhakar Ramakrishna  to understand how the CEO helps the sales team beat the competition by pointing the team to the right markets.

 

Tactics vs. Strategy

Another risk when facing competition is tactics masquerading as strategy. The tactic based approach of years past is dangerous. Being efficient at tactics means companies fall into one of two buckets, as shown by the graphic below. They either thrive or die quickly. Their faith is sealed by their strategy. On the other hand, companies with effective strategies either thrive or survive. Certainly, its better be good at strategy than tactics but in a perfect world, the two intersect and your company lands smacked up in the upper right hand quadrant where there’s a brilliant plan that’s brilliantly executed.

 

What does this have to do with beating the competition? The alignment between functions is the differentiator between those companies where in the survive category and those who were not.

 

Beating your competition starts with internal alignment. It starts with the corporate strategy; proper allocation of your resources. In this case resources are defined as people, time and money. This trickles down to the product strategy, marketing strategy, sales strategy and talent strategy. These functions must work together and be in strategic alignment in order to win.

 

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

 

ABOUT THE AUTHOR

Patrick Seidell

Delivering revenue growth by aligning Corporate, Sales, Marketing and Product strategies supported by executable activities throughout the organization.

Prior to joining SBI, Pat has held key positions within Sales Operations, Sales and Marketing management.  Most recently, Pat held the role of VP Sales Operations and Enablement with an industry leading IT Services company with nearly $1B in annual revenues.  He has led several transformation projects spanning Sales, Operations and Product functions for several Fortune 1000 companies.  Pat has directed several large projects to evaluate marketing content and product portfolio to align offerings and messaging to achieve revenue growth goals.

 

Pat has deep experience across several verticals, including Logistics, IT Services, Media, Market Research and Consulting.

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