Insights & Latest Thinking
Fresh thinking and perspectives on sales, sales intelligence, revenue analytics and sustainable performance improvement.
7 priorities for rebuilding
your revenue generation
Learn how to build - or rebuild, your sales
and marketing operations into a systematic, future-ready revenue production machine.
Marginal gains are force
multipliers for revenue
and profit improvement
Tiny improvements in your revenue processes can yield huge results - provided you know where and how to make them.
Magnetic Revenue Imaging with Telemetry RT3
Just like an MRI for a human body, look into the cellular biology of your revenue pipelines for insights into problems and opportunities.
CEOs - If you think you have a problem, assume you have a crisis
“if you act as if you have a major crisis, you’ll give a problem the attention it deserves”.
One of the top problems that has been observed with CEOs who are faced with a crisis situation, is that they have a tendency to “batten down the hatches”. When they do this, they don’t let a lot of outside people in. That in turn inhibits their ability to see things clearly. What can be more concerning is that in many cases it can cloud their judgement.
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STOP – Why are you doing that!
Are you doing what you need to do, or what you’ve been told worked for others?
The treatment ought to fit the diagnosis inside the company. What we do inside companies ought to be based on the facts. What are the problems? What seem to be the causes of the problems? What are the various things that we can do that will make the problems better?”
The answer you get often depends on the question you ask. An Important concept for business.
Could you drive an F1 car
To respond to the pandemic, most companies reached for the “cost” lever. And rightly so. When sales disappear as they did and cash is more precious than oxygen, costs have to go.
There’s a far better, safer way not only of achieving more profitable growth but of turning around downward spirals brought on by difficult markets, falling sales – and global pandemics. One that’s not only more effective, but less risky and costly.
Many would like to think so, but very few actually could. How many of us have seen motoring journalists put into the seat of a Formula 1 car, only to stall it when trying to get it to move!
What does this have to do with business you might ask?
Well, the truth is that many companies fail to see the parallel with the analogy above when it comes to selecting and deploying individuals in their sales, business development and Key Account Management roles.
Why do CRM projects continue to fail so often?
CRM projects fail to deliver on their vaunted value propositions and ROI projections four times out of five. The root causes of those failures are frighteningly simple and easily avoidable. Why don't more organisations learn from their own and others' earlier mistakes?
You’ve missed your sales target – whom do you blame?
If generating revenue is all about taking a client on a journey with you, from not needing any product, solution, or service to making a decision to purchase from you – how can you achieve that in the most productive way as a complete organisation?
There is general agreement across business leaders that sales and marketing teams need to evolve
Businesses are investing billions in sales and marketing technology and training as a response to the levels of automation and systems that are making a deeper and deeper impact on the sales and marketing functions. But what are the key factors that really influence Revenue Performance?
Enhancing your Revenue Performance Management
RevenueTEK has spent the last decade studying, diagnosing, and remedying sub-optimal revenue performance around the world. RevenueTEK's focus is to bring all the benefits of aggregated marginal gains to create successful businesses by transforming their ability to convert revenue.
Want more revenue out of your CRM? How about 24% more?
OrganisationsOrganizations buy CRM’s for various reasons, but ultimately they do so to boost revenue. Other oft-sited benefits include improving customer experience, getting better visibility over customers, enabling better marketing, and centralising data. But those – and many others, are all contributing benefits or drivers. Ultimately the aim is more revenue.
Who owns the revenue pipeline?
Many questions to address, such as "Is it a Pipeline or is it a Funnel?", "What about Mid Funnel or Lead Nurturing?" Depending on whom you ask, you’ll often receive a very different answer. Marketing will focus on their part, sales on theirs, and in many cases, no one focuses on the whole. Indeed, individual compensation and bonus plans can often reinforce a fragmented view.
All organizations measure sales, but this is an historical measure that does not enable you to change behaviour ahead of time to drive improved growth. What are the revenue metrics captured on your balanced score card that are enabling you to drive the growth you are after and giving you predictive insight into that future?
The compounding effects of small changes in conversion, velocity and recycling coupled with the complex nature of interactions between risk factors and drivers within means that seemingly insignificant improvements or deteriorations in performance can deliver hugely disproportionate overall effects on sales.
Businesses viewing marketing and sales as integrated components in a machine that systematically produces sales versus widgets, dramatically improve the consistency and predictability of their sales results - as well as the sales revenue outputs.
For decades, the "Hollywood Formula” has spelled out in precise detail how long each scene needs to be, how many explosions, how many plot twists and all the other elements need to be in place at just the right time in just the right order with just the right level of intensity – for success to be“a given”. Sales leaders can follow a similar formula.
In 2005 the length of the average B2B sales cycle was reported at 122 days. In 2019 that number was 255 days. Not only do 48% fewer sales opportunities successfully complete the buying process, those that do now take more than twice as long to do so. Losing a sale - any sale, is bad enough. Taking a long time to lost it can often be worse.