Why is consistent revenue growth so hard?
Most leaders know where they want to take their teams, but fail to adapt to changing customer needs to sustain their revenue growth over time.
At huerdo, we understand how difficult it is when you have set clear direction, but begin to see teams failing to execute and capitalize on the opportunities in front of them. Customer Acquisition Costs can increase, sales staff turnover can become a challenge, and revenue generating teams can find themselves unable to agree on the best path forward. This is why taking a Revenue Engine approach, and tuning it within your business can unlock sustained growth!
The Revenue Engine training below introduces you to the concepts of the Revenue Engine and the knowledge required to manage your own Revenue Engine.
What is a resilient Revenue Engine? Why do you need one?
Which indicators show you need a Revenue Engine approach, and how to begin.
How to create a Strategic Revenue Engine map for your organization.
Buyer psychology and how to evolve your Buyer Journey.
Embracing Customer circumstance and your Buyer Journey.
How to add a consultative approach to reach higher goals quickly.
Up-skilling techniques to support consultative behaviours.
Why Coaching and Culture are essential and how to hire for them.
Measuring the “right” outcomes to align your teams.
I learned a number of things… In large enterprise selling you need to have an [business] opinion, and know it could link to a prospects scorecard, leading to bigger deals. I recommend sales leaders who want to push up market [through bigger deals] to work with Chris.
Chris is a great coach, mentor and inspirational leader. Anyone working with Chris would be very lucky. Chris helped me to think “outside of the box” and think differently, resulting always in a positive response by the customer.
Chris created key business processes that lead to a 200% faster deal close rate in our business. Chris got the entire organization working together on a specific and important problem we needed to solve. She was maniacal in defining a good and necessary process everyone in the organization ended up following. Chris drove a level of growth…