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The Secret to Creating Predictable, Sustainable, Scalable Revenue Growth

Posted by Doug Davidoff

Feb 24, 2014 7:30:00 PM

LeadershipOh the promise of training.  It is so tantalizing. We’ll put a group of people into a classroom, share some secrets, give them a powerful workbook and…wah lah…peak performance! Sure, it may cost half-a-day to a full day out of the field, but the payoff…oh the payoff.

Of course we know this is completely unrealistic, but it seems that so many still fall for the siren song of the quick fix, the magic pill. 

The desire for the quick fix manifests itself in myriad ways.  Whether it’s trying to find the right interview questions, implement the perfect campaign or even try to find the perfect strategy. The reality is (and this can’t come as a surprise) that there are no quick fixes, and the more you try the greater the likelihood that you thrust yourself further towards commoditization.

There are two schools of growth for small and mid-market B2B’s:

With few exceptions, the second school is the only viable approach for the next 10 – 20 years; and success requires hard work, no shortcuts.  Succeeding in the new school requires a fundamentally different approach to selling than most companies utilize.

Bestselling authors Matthew Dixon and Brent Adamson, highlight the challenge in a December article in the Harvard Business Review, Dismantling the Sales Machine.  Dixon and Adamson, who wrote The Challenger Sale, highlight the fundamental flaw in the vast majority of sales processes and approaches – the focus on efficiency and compliance.

“In our research at CEB, we have found that the very approaches that made the sales machine so effective, now make selling harder.”  The authors fix:  “Leaders must embrace a flexible approach to selling driven by sales reps’ reliance on insight and judgment.”

The article highlights the central goal for all sales organizations:

In a judgment-oriented sales organization, the climate is similar to what you’d find in other groups of highly skilled knowledge workers:  Managers serve as coaches rather than enforcers; the workforce self-manages to large extent; and the group is measured on long-term outcomes rather than short-term compliance and protocols.

The key here is that there is no shortcut to insight and judgment.  There are three cornerstones of success:

The goal of creating predictable, sustainable and scalable revenue growth is a bold one. Few organizations ever accomplish it over the mid- or long-terms. 

The reason for this failure has nothing to do with size or scale.  Rather it’s about discipline and commitment.  It’s about creating a clear strategy, and then focusing on executing and aligning, executing and aligning, and repeat.  The commitment to these three prongs is half the battle.

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