Needed Process Ownership Since it is increasingly understood that is diffi cult to differentiate on the basis of what we sell and therefore a company must differentiate on the basis of how we sell a c - PDF document

Needed Process Ownership Since it is increasingly understood that is diffi cult to differentiate on the basis of what we sell and therefore a company must differentiate on the basis of how we sell a c
Needed Process Ownership Since it is increasingly understood that is diffi cult to differentiate on the basis of what we sell and therefore a company must differentiate on the basis of how we sell a c

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Presentation on theme: "Needed Process Ownership Since it is increasingly understood that is diffi cult to differentiate on the basis of what we sell and therefore a company must differentiate on the basis of how we sell a c"— Presentation transcript


Since it is increasingly understood that is diffi-cult to differentiate on the basis of “what wesell” and therefore a company must differentiateto advance a chosen Go To Market Strategy. petitive advantage in the marketplace. There isexecution across every dimension of the organi-zation that in anyway participates in the differ-increasingly global, converged, redefined, web-set yourself apart from everyone else? Through aclear, well executed Go To Market Strategy.ify its Go To Market strategy and assure itsthat leverages the unique strengths of the organ- Someone should be identified asthe “official” owner/guardian of as the “official” owner/guardian of the entireRevenue Generation Process. This individualwould be its caretaker, providing leadership andRevenue Storm recommends you consider cre-ating a new position within your organizationChief Revenue Officer LaVon KoernerChief Revenue OfficerThe Role ofa ChiefRevenue Officer (CRO)Vol. 1. No. 1 Once the Company’s Business Strategy is estab-a Go To Market Strategy (GTMS) to connect thebusiness strategy to the company’s targeted cus- The CRO must foster good com- tion. The CRO must foster good communication andteamwork among the various organizational functionson targeted revenue producing streams.Revenue Generation Process:goaled to support the Revenue Acceleration Plan.profitable revenue targets will be achieved, theRevenue Acceleration Plan.tools, business development organizational struc-About Revenue StormToday’s analysts and shareholders have made itclear to businesses of all sizes —ever increasingprofits is the goal. That leaves companies with twoing expenses. While expenses can still beimproved today, due to a decade of cost-cuttingefforts, the greatest potential impact is GROWINGPROFITABLE REVENUES. Companies tend toDole out larger revenue goals and assume themore revenue dollars. Neither is a good strategy. An aligned organization, executing against a well-defined and communicated Go-to-Market Strategyafter year. It demands more careful thought, focus,and planning than ever before. Revenue Stormclarity and focus to organizations navigating intoday’s tumultuous business climate.We emphasize Clarity, Speed and Revenue. Wework with each level of the organization, usingto gain consensus and focus. We help companiesare needed. We look for both small, but fastmotivation as well as going to work on the bigger,Let’s start a Revenue Storm within your organi-www.revenuestorm.com. © 2003 - 2008 Revenue Storm Corporation. All rights reserved. Duplication in whole or in part prohibited.tel2246597710tel+44 (0)1752 547784

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Needed Process Ownership Since it is increasingly understood that is diffi cult to differentiate on the basis of what we sell and therefore a company must differentiate on the basis of how we sell a c - Description


Every business wants to gain and sustain a com petitive advantage in the marketplace There is no single source of sustainable competitive advantage except terrific dayin and dayout execution across every dimension of the organi zation that in anyway ID: 8542 Download Pdf

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