In our last newsletter, we spoke about Turning the Page as we enter the 4th quarter. It also is time to evaluate from a growth perspective: did we identify and successfully generate new products, market, and geographic growth opportunities? Especially if it was a strategic part of the plan for the current year—and if it was not—do we need to add it to the upcoming plan?
In this newsletter, let’s focus on growth as the lifeblood of an organization and a strategic imperative as we build the REVENUE Plan.
I often talk about the importance of understanding who we are, what we stand for, and what we will not compromise as an organization and as a leader. So, let’s start there.
Answering the question “Who We Are” as it pertains to revenue starts the process and level- sets the organization and planning process on common ground. Never assume everyone can answer this question consistently. As an example, my answer would be, “We are an organization with Marketing and Sales Savvy.” I would define Marketing and Sales Savvy as:
* Has a nose for business opportunity.
* Broad experience with modern marketing and sales strategies.
* Has led marketing and sales change initiatives successfully, including developing new markets and new product/service intros.
* Has led the development of creating a successful marketing and sales culture.
* Has documentable experience with a sales team in the field.
* Has a history of growing the company top line through organic sales.
* Experience working strategically with senior-level marketing and sales executives.
* Understands how to develop compelling value propositions to support marketing and sales strategies.
* Understands the principles of market opportunity analysis.
*Experience with sophisticated consultative selling processes.
Depending on the size, complexity, and nature of the organization, you may be in various stages of expertise in these attributes. You may add or delete some of these based on your vision.
Defining who you are as a sales and marketing organization is not defined by the number of attributes or competencies. More is not always better. The idea is to identify the few critical
competencies that will make the difference rather than every skill and knowledge set that may have marginal impact.
The trick is to have a Goldilocks competency profile—not too few, not too many, but just right. If you have too many competencies, it is going to mean that you have several “nice-to-haves” but
not critical competencies. What we are after is to identify the critical few that really will drive the business and lead to revenue.
“What We Stand For” can be defined by our ability to manage customer relationships. Your list may be different. For me, this can be defined as our ability to:
– Work effectively with both internal and external customers.
– Know how to gather and analyze customer data to discover business opportunities, continuously improve customer value, cement customer retention, and develop competitive advantages.
– Understand how to utilize customer relationships to identify high-potential business opportunities and create innovative products/services that create a first-mover advantage.
As you begin to craft your strategic plan, we must clearly understand “What We Will Not Compromise.” It is also a double-check on the question, “Does this match our vision and
strategy, and does it correspond to what our people, our customers, and investors believe to be our strategy, and consistently reflect our brand?” For me, the biggest differentiator between us
and our competitors is the superior customer experience we provide. During every customer interaction, our reputation is on the line. With this belief, these are some of the areas that would fall into my no-compromise zone. As an example:
Our Priority is Customer Satisfaction: Whether on the phone, in person, or via electronic communication, genuinely interact and connect with customers, ensure a positive experience, and exceed expectations.
Actively Listen to Customer Needs: Consistently demonstrate to customers you are in tune with their needs and are operating in their best interest. Customers know what they want but
may not always explain it in a manner that is clear to you. Therefore, it is important effective listening skills are utilized. If you do not understand a request, ask clear, positively articulated questions until you understand. Do not rush customers. Allow them, at their own pace, to discuss what they need. Once customers have expressed their needs, confirm your understanding with them to ensure communication is clear.
Build Strong Relationships: Providing value and listening are key components of any relationship. The foundation of strong relationships also includes being fair to customers and following through on your word. Make sure to ask for assistance from others when necessary to ensure proper follow-through and response. Treat every customer how you would like to be treated.
Learn the Products and Services We Offer: Part of providing a superior customer service experience is being knowledgeable of the services we offer. Take the time to really learn our business so you can effectively communicate to our customers the services and value we provide.
Be Responsive and Effectively Resolve Problems: If a problem occurs, allow customers to fully explain the issue and convey empathy. If the fault lies with you or us as an organization, take ownership of it and apologize. Take the initiative to resolve problems in a timely and effective manner.
Remain Positive: Always show respect for our customers, even if you find yourself in a challenging situation. Demonstrate professionalism and keep communication positive.
Express Gratitude: Expressing appreciation can go a long way. It can be as simple as thanking customers for their business and loyalty. Make sure they know we are grateful they chose to do business with us.
Creating a strong service culture is critical to your company’s long-term success and growth. It should be the desire of the Senior Leadership Team to create the Best, the Brightest, Most Informed, and Best Educated management team in the industry.
In the service business, people are our most important asset. The time we spend with our people is an investment in the future, not an expense or burden on our time. The time you spend gathering the necessary data to build your strategic vision and the time you spend with your people developing the plan is an investment.
You cannot successfully grow the business without an investment in people. You cannot shrink to greatness, feed the business, and take care of the lifeblood of the organization: REVENUE.
In our next newsletter, we will discuss the execution of the sales plan.
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I have broad experiences to share that can help others as they grow and take on new challenges. During my time as president of UPS Supply Chain Solutions, I integrated over 20 acquisitions that became UPS Supply Chain Solutions. I steered UPS’s entry into the health care industry and created the mantra, “It’s a patient, not a package. ®” With the ability to see a clear vision of the changing business landscape, the passion to develop strategies, tactics, and metrics to drive desired results, and the passion to develop the Best, The Brightest, Most Informed, and Best People in the industries they serve.
Please give me a call today at 610-322-0720 or email at
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