1.
The Journey to
Revenue
Growth
PPS conference Keynote speech
October 2014

2.
Winners expand revenue impact by building capabilities …
1
Capabilities
Percent ROS
7-8
~3
1-2 7-8
2-4
Large potential
identified
Realized impact
Year 1-2
Expanded long-term
impact
Full
action
▪ Pricing & promotions
▪ Trade terms & Assortment
▪ Leadership
▪ Capability building
Additional opportunity
found & celebrated over time
▪ People, tools, and processes
identify additional opportunities
▪ Creates a virtuous cycle of
investing in brand to price more
… and investing in advanced analytics,
big data, and broad data
Note: Typically 40-60% of long-term identified improvement achieved in year 1
SOURCE: McKinsey Pricing Practice

3.
Because
it’s HARD !
2
If the value is so high, why isn’t everyone doing it?
Transformations in general
How successful was the transformation
in reaching the targets your company set?
Executive findings
%, n = 2,261
Successful
30
70
Unsuccessful
SOURCE: McKinsey Corporate Performance Analysis Tool (CPAT), Scott Keller and Colin Price,
‘Performance and Health: An evidence-based approach to transforming your organisation’, 2010.

4.
3
Revenue Growth Management is still a cross-cutting
discipline …
SEE
DO
LEARN
Advanced
competitive
intelligence
Performance
Management
Organization
Capability building
Price
setting and
management
Promo
analytics
and planning
Shopper
analytics and
assortment
optimization

5.
Art Science
▪ The balance is shifting from 100% Art to ~ 70% Science
▪ Human judgment will always matter
▪ Can’t replace human judgment, but can improve it with
better facts and insights
4
… that requires practitioners to blend both art and
science to deliver on competitive strategy …
Shared fact base
and experience
SOURCE: McKinsey Pricing Practice

6.
5
… at a time when current supply of Revenue Management
talent does not come close to meeting demand
SOURCE: McKinsey’s Pricing Practice
~50%

7.
6
Most organizations are still waiting for “perfect data”
Internal Get the data
data
warehouse
warehouse
right
+ External
▪ Government
data
▪ Online
competitive
intelligence
▪Weather
▪ etc.
+ New sources
▪ Social
▪ Real time A/B
testing
▪ Dynamic
supply-demand
▪ etc.

8.
Higher Profit
Higher
Revenue
7
You can learn how to become a revenue growth winner
Transformations in general Transformations that work
Unsuccessful
70
Successful
30
Mixed results
SOURCE: McKinsey Corporate Performance Analysis Tool (CPAT), Scott Keller and Colin Price, ‘Performance and Health:
An evidence-based approach to transforming your organisation’, 2010.
26
10
Maintain
above
market
Position
28
17
19
Successful (Both Revenue and Profit)
30% 90%

9.
8
Successful revenue growth journey requires a learning
organization with your people as the foundation …
People Data Tools
Expert
Support
Process Advanced
Insights
Your people need to support and evolve the core revenue
management processes and guide the evolution of databases
and tools
▪ Power users that can own any level of data, insights and tools
▪ Sustain best practices over time
▪ Ensure learning year on year
▪ Manage any external vendor relationships

10.
9
…and help
Expert
Support
People Process Data Tools
Advanced
Insights
Business
value
2-7% ROS
Your expert resources need to support and evolve the core
revenue management processes and guide the evolution of
databases and tools
▪ Power users that can own any level of data, insights and tools
▪ Sustain best practices over time
▪ Ensure learning year on year
▪ Manage any external vendor relationships

11.
10
Journey Point #1: You have to play to win
Top blockers How to solve
Management Coalition of the willing
Better, not perfect
Data / Business
Situation
People Teach the art
Build the Courage
to Act

12.
11
Journey point #2: Sweat the soft stuff
Dedicated team
Documented
processes
Better, not perfect
Closed loop
learning system
First and foremost,
this is a human journey
Personal insight
Flexible and expanding
suite of tools
Revenue
management focus
Celebrate the new
heroes
Teach the art
Coalition of the
willing
Role models Comprehensive
communication
Reinforcing systems
And processes
Talent and skill
development

13.
Most adults need to hear, repeat and teach 7 times before it
is fully digested and behavior changed
12
Beginning
of change
in behavior
Hear Repeat Teach
3 times 3 times 1 time

14.
13
Mini-waves: Reaching the “tipping point” of change
Time
100
30
0
‘Tipping
point’—
change
becomes self-sustaining
Programs fail
to achieve
lasting impact
if ‘tipping
point’ not met
% of employees transformed

15.
14
Journey point #3: Overcome the myth of DIY
Four areas where help is needed:
Regularly update insight models that power optimization and
prediction of core business decisions
Integrate existing data to prove the case, and over time invest in
upgrading data architecture to further enhance impact
Intuitive, productivity-enhancing tools help the front line integrate
insights into day-to-day decisions and operations
Beyond user support, put data at the middle of all business
decisions, with the talent, expert access and business judgment
to fully utilize big data potential
Levers that drive topline impact across the business (e.g. traffic,
Advanced
Insights
Business conversion, ticket size)
value
Data
Tools
Expert
Support

16.
15
Systems and processes have to be both easy to use and
anchored in strong insights
Percent
Insight driven Impact
Maximum impact
Focus on ease of use
to drive adoption
Complexity of analytics
are adapted to user
level
“Black box” software
Strong analytics, but not
used by people
Ease of use
3.00
2.50
2.00
1.50
1.00
0.50
Low impact
Easy to use, but low
quality insights fail
to drive high-impact
actions
0.00 Excel
Hard to use or adopt Easy to use and adopt
Return
on Sales

17.
16
Journey point #4: Communicate the value
Value = $ and
Not just internally …
market share
… but also to the investor community

18.
17
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19.
18
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20.
19
Brian R. Elliott, Ph.D.
CEO and Founding Board Member of Periscope
▪ Global leader of McKinsey’s Consumer Advanced
Analytics Center
▪ 8 years leading McKinsey’s Global Consumer Pricing
and Revenue Management Practice; 17+ years pricing
experience in >35 industries and 23 countries
Learn more about Periscope
http://periscope.mckinseysolutions.com/
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