The document discusses five principles for achieving sustainable double-digit revenue growth in any industry:
1. Improve customer base retention by enhancing customer satisfaction and value while reducing costs.
2. Focus on gaining market share by targeting vulnerable competitors and winning over their customers.
3. Identify and focus on the fastest growing market segments.
4. Expand into adjacent markets that have similar but not identical customer and cost attributes.
5. Invade new lines of business, though this carries the most risk due to lack of synergies with existing businesses.
The document provides examples of how these principles were successfully applied to dramatically increase revenue and market share at Encoda Systems, restoring profitability within 17 months through
We are pleased to present the parago 2014 channel strategy report. We’ve proven that the channel is alive and well, but there are important opportunities to consider in the next 12 months. In particular, our research reveals that simplification is a valuable differentiator in a complex and hard-to-use channel ecosystem.
This research study reveals key insights related to partners, incentives, the cloud and reporting for 2014.
See our data for small, medium and large vendor channel strategies, including:
• the key initiative is identifying and recruiting new partners
• that top financial focus is shifting to recurring revenue incentives
• 3 of 4 vendors will add new sales enablement tools
• only 1 in 10 vendors gets more than 90% of revenue from the cloud
parago: channel simplified
We simplify channel complexities through better insights & flexible technology. At parago, we deliver channel incentives, marketing, and partner relationship management for more than 20 channel clients with 3 million partners worldwide.
This document provides an overview of resources available from Junction Solutions for various industries, including food and beverage, retail, and crossover solutions. It contains data sheets, white papers, webcasts, demos, videos, case studies, and contact information for Junction representatives organized by region. The document aims to be a comprehensive guide to Junction Solutions' offerings.
Targeting High Potential Sales Channel PartnersBI WORLDWIDE
The document discusses channel engagement programs developed by BI WORLDWIDE for manufacturers. It provides several case studies that describe challenges manufacturers faced in partnering with distribution channels and incentivizing channel partners. BI WORLDWIDE developed solutions like points-based programs, sales conferences, and branded merchandise websites to increase participation in sales initiatives and drive higher sales. The programs resulted in thousands of new registrations, improved attendance and engagement, and significant sales increases of manufacturers' products.
United Stationers Inc. is North America's largest broadline wholesale distributor of business products. In 2005, United made investments to expand its private brand offering, global sourcing capabilities, and acquired Sweet Paper to advance its strategy of becoming a national foodservice consumables distributor. United aims to become a high performance organization by concentrating on offering new product categories, becoming the preferred choice for resellers through innovative services, and becoming the preferred partner for suppliers.
The document discusses using customer insight to drive performance for a large wireless communication company. It describes implementing a phased approach including developing tactical targeting tools, identifying growth opportunities, and establishing an infrastructure to capture value. Case studies demonstrate segmenting the customer base to understand needs, prioritize initiatives, and maximize revenue and retention through targeted campaigns.
With cloud, the economics change, the culture changes, the people, skills, compensation for the sales people changes. What vendors are going to help their partners make the transition to the cloud?
Through The TPM OCS Channel Development Model, we can help you with all phases on your Channel Strategy.
This is a presentation that I gave on developing sales channels to a group of entrepreneurs at the Technology Capital Network in July 2007 in the Boston area
The document discusses seven steps that communications and media companies can take to improve customer experience management and drive growth. The steps include: 1) Understanding customer needs, wants and preferences; 2) Establishing economic frameworks to prioritize marketing, sales and service decisions; 3) Tracking customer behavior patterns and adapting quickly; 4) Developing lead nurturing and customer management plans; 5) Gaining a single customer view across systems; 6) Aligning organizational structure around customers; and 7) Continuously measuring and improving the customer experience. Taking these steps can help companies better serve customers and increase loyalty, sales and profits.
We are pleased to present the parago 2014 channel strategy report. We’ve proven that the channel is alive and well, but there are important opportunities to consider in the next 12 months. In particular, our research reveals that simplification is a valuable differentiator in a complex and hard-to-use channel ecosystem.
This research study reveals key insights related to partners, incentives, the cloud and reporting for 2014.
See our data for small, medium and large vendor channel strategies, including:
• the key initiative is identifying and recruiting new partners
• that top financial focus is shifting to recurring revenue incentives
• 3 of 4 vendors will add new sales enablement tools
• only 1 in 10 vendors gets more than 90% of revenue from the cloud
parago: channel simplified
We simplify channel complexities through better insights & flexible technology. At parago, we deliver channel incentives, marketing, and partner relationship management for more than 20 channel clients with 3 million partners worldwide.
This document provides an overview of resources available from Junction Solutions for various industries, including food and beverage, retail, and crossover solutions. It contains data sheets, white papers, webcasts, demos, videos, case studies, and contact information for Junction representatives organized by region. The document aims to be a comprehensive guide to Junction Solutions' offerings.
Targeting High Potential Sales Channel PartnersBI WORLDWIDE
The document discusses channel engagement programs developed by BI WORLDWIDE for manufacturers. It provides several case studies that describe challenges manufacturers faced in partnering with distribution channels and incentivizing channel partners. BI WORLDWIDE developed solutions like points-based programs, sales conferences, and branded merchandise websites to increase participation in sales initiatives and drive higher sales. The programs resulted in thousands of new registrations, improved attendance and engagement, and significant sales increases of manufacturers' products.
United Stationers Inc. is North America's largest broadline wholesale distributor of business products. In 2005, United made investments to expand its private brand offering, global sourcing capabilities, and acquired Sweet Paper to advance its strategy of becoming a national foodservice consumables distributor. United aims to become a high performance organization by concentrating on offering new product categories, becoming the preferred choice for resellers through innovative services, and becoming the preferred partner for suppliers.
The document discusses using customer insight to drive performance for a large wireless communication company. It describes implementing a phased approach including developing tactical targeting tools, identifying growth opportunities, and establishing an infrastructure to capture value. Case studies demonstrate segmenting the customer base to understand needs, prioritize initiatives, and maximize revenue and retention through targeted campaigns.
With cloud, the economics change, the culture changes, the people, skills, compensation for the sales people changes. What vendors are going to help their partners make the transition to the cloud?
Through The TPM OCS Channel Development Model, we can help you with all phases on your Channel Strategy.
This is a presentation that I gave on developing sales channels to a group of entrepreneurs at the Technology Capital Network in July 2007 in the Boston area
The document discusses seven steps that communications and media companies can take to improve customer experience management and drive growth. The steps include: 1) Understanding customer needs, wants and preferences; 2) Establishing economic frameworks to prioritize marketing, sales and service decisions; 3) Tracking customer behavior patterns and adapting quickly; 4) Developing lead nurturing and customer management plans; 5) Gaining a single customer view across systems; 6) Aligning organizational structure around customers; and 7) Continuously measuring and improving the customer experience. Taking these steps can help companies better serve customers and increase loyalty, sales and profits.
Accenture white paper developing indirect channelsbChannels
1) Indirect sales channels can help companies boost revenue and maintain profitability during challenging economic times when deal sizes tend to be smaller, by lowering costs compared to direct channels and helping expand market coverage.
2) To fully realize the benefits of indirect channels and build a channel that sustains high performance, companies must take a structured, analytical approach to selecting partners, bringing them onboard effectively, and closely managing performance.
3) Accenture's research identified a 5-step approach to developing indirect channels successfully, including analyzing cost structures and qualified partner selection. When done right, indirect channels can help companies navigate economic downturns and emerge stronger.
Retailers today are faced with unprecedented challenges ranging from shifting retail formats, overabundance of consumer choice, fast-changing technology, greater focus on quality and price to a tough economic climate. The result is that those who are not constantly innovating run the risk of falling behind. This white paper looks at the top five supply chain challenges that retailers face today and maps out a series of strategies to address these challenges based on research and direct experience in supporting retailers to maintain a competitive advantage in a highly competitive market.
Choosing and managing sales channels for your startup mc carterenglish - 09...Stephen Davis
Once you have selected and developed a unique product, developed your packaging, the selection of your distribution channel and sales representation is key to successful revenue growth. Distribution decisions have significant implications for marketing plans, product pricing, margins, profits, customer support and sales management practices.
This workshop is designed to help managers and executives develop a better understanding of the strategic aspects of distribution and the relationship of channels to other parts of the organization.
Learn to:
• Choose the best channels to reach your customers
• Identify the strengths and weaknesses of your channel and partnering program
• Structure your sales organization to operate more effectively
• Build and manage successful partnering relationships
• Enable partnerships to fast track results
• Examine costs of channels and sales force options.
• Optimize market coverage at target levels of profitability
• Identify which marketing strategies best support your channel choices
• How to minimize destructive channel conflict
Auto recall challenges in the new digital world by teleperformanceTeleperformance
This document summarizes challenges facing the auto industry regarding vehicle recalls in the digital age. It notes that recalls are increasing in frequency and scale, with over 60 million vehicles recalled in the US in 2014 alone. While recalls are intended to get unsafe vehicles off the road, about 25% of recalled vehicles are never repaired. The document discusses how consumer notification and engagement preferences are shifting to digital channels like mobile apps and social media, forcing automakers to modernize their recall processes. It maintains that effective customer communication throughout the recall process can help mitigate potential negative impacts on brand image from recalls. The document proposes solutions from Teleperformance to help automakers improve recall management using social media monitoring, multi-channel engagement, and back-office case management
Channel Checklist for Vendor Channel/Partner Managersharwelll
The document discusses various topics related to developing and managing effective channel programs, including:
1) Correct partner selection and recruitment is crucial to choose partners that have the desired skills and target the right customer markets.
2) Channel optimization involves analyzing existing partners to determine which are truly performing and which are diluting efforts.
3) Developing a channel strategy requires clarifying goals, assessing competitiveness, and establishing action plans.
The document discusses how the consumer packaged goods (CPG) industry is undergoing major changes due to factors like e-commerce, omnichannel retailing, and mobile platforms. To remain competitive, CPG companies must create new products faster and at lower costs. The key is building a collaborative business model that engages consumers, integrates processes across the value chain, and supports expansion into emerging markets. By streamlining operations and shortening development times, CPG companies can better manage risks and deliver innovative products to more markets.
The document discusses the role of analytics in the consumer packaged goods (CPG) industry. It notes that analytics can help CPG companies with pricing strategies, optimizing marketing mix, portfolio optimization, inventory management, and other areas. Analytics provides insights into profit drivers, demand elasticity, trade spend effectiveness, and more. It concludes that CPG companies must invest in analytics to stay competitive as consumer behavior changes rapidly.
The case study describes how Symyx Technologies developed and executed an integrated go-to-market (GTM) strategy that grew revenue and bookings, penetrated new market segments, and increased brand equity for the Symyx Electronic Laboratory Notebook (ELN).
Successful rewards programs anywhere in the world have always had customer data at the center of their strategy. Without strong customer analytics capabilities, a successful rewards program is simply inconceivable.
The retail industry is undergoing a massive transformation driven by consumers' adoption of new digital technologies. By 2020, brick-and-mortar retailers will need to fundamentally change how they do business to survive. Seven key trends will impact brick-and-mortar stores: leveraging social media data; embracing "showrooming"; tailoring store inventories; rationalizing store sizes; using mobile technologies; fulfilling online orders from stores; and developing "dark stores" for online order fulfillment. To adapt, retailers must implement an integrated online and in-store shopping experience, understand demand across all channels, customize product assortments for each customer, and enable flexible, real-time supply chains.
NCR's annual report summarizes its financial performance in 2005. Revenue increased slightly to $6.028 billion. Operating income improved significantly to $410 million, a 76% increase from 2004, due to lower costs and an improved revenue mix. Cash from operations also improved notably to $608 million. Looking forward, NCR aims to continue reducing costs, pursue profitable growth opportunities in data warehousing and self-service technologies, and promote a high-performance culture.
This eBook will allow retail business and IT managers to understand, which are the key elements that must be considered in retailers' path to become omnichannel champions. Find out which are the most critical omnichannel capabilities to develop as well as its strategy and roadmap for the implementation plan.
Living Business: Achieving Sustainable Growth Through Hyper-RelevanceAccenture Insurance
Living businesses continuously adapt to changing customer needs and market conditions to achieve hyper-relevance and sustained growth. Research found these companies understand evolving digital customer needs, pivot growth strategies beyond the core, and fund new growth by optimizing costs. To become a living business requires developing five capabilities: targeting new opportunities, designing for customers, building engagement, scaling with partners, and rewiring culture. Companies that excel in these areas are more likely to outperform peers and achieve above average revenue and profit growth. The document provides details on each capability and pathways for companies to transform.
Meituan is a Chinese super app with over $55 billion in valuation and 8 business verticals including food delivery, hotel booking, ride-hailing and more. It has over 310 million annual users, $52 billion in annual transactions and 4.4 million merchant partners. The document discusses Meituan's core product focus on food delivery, partnerships to drive scale, and user-centric design principles like standardizing pages and refreshing content to improve discoverability and engagement on its platform.
Creating Business Value - Use Cases in CPG/RetailBig Data Pulse
This document discusses how big data analytics can help consumer packaged goods, fast moving consumer goods, retail, and e-commerce companies. It provides examples of use cases like predictive demand forecasting, pricing optimization, and markdown optimization. One case study describes how a department store used a forecasting and optimization model to improve markdown strategies and increase margins by $90 million annually. In conclusion, analyzing large, diverse customer data in real-time can provide actionable insights to increase market share, revenue and profits.
- A large American air conditioning company hired inTouch to model historical sales data and evaluate the effectiveness of various promotional programs over five years.
- inTouch devised an advanced analytics solution using a Cobb Douglas model to analyze transaction data, incentives, shipments, weather data and more.
- The models helped the client understand which programs generated the most sales, margins and returns, and which territories and product mixes performed best under different programs.
- This allowed the client to optimize their promotional investments and prioritize programs, locations and products to maximize returns on their $4 million annual sales program budget.
Startup Business Idea Proposal PowerPoint Presentation SlidesSlideTeam
If your company needs to submit a Startup Business Idea Proposal PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/2ZfNCCq
The document discusses key considerations for integrating companies that provide software and services using the "anything as a service" (XaaS) business model. It summarizes the results of a roundtable discussion with industry experts on this topic. The main points are:
- Acquisitions of XaaS companies are driven primarily by the goal of diversifying products/services to expand revenue opportunities.
- Integrating sales functions across companies is one of the biggest challenges as business models differ.
- Risks include customers switching to alternatives or competing demands on resources during integration. Successful integration requires addressing cultural differences, aligning incentives, and managing customer and brand impacts.
- Executives must balance focusing integration efforts while avoiding rushing
Is Short Term Delivery Impacting Customer Returns?Jay Ganapathy
Supply Chain is leveraging technological advancements to deploy sophisticated Supply Chain Networks & Solutions. Whether it is RideShare, Internet of Things, Drones, Artificial Intelligence
or Autonomous vehicle, Supply Chain is making the most out of these disruptions.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
Accenture white paper developing indirect channelsbChannels
1) Indirect sales channels can help companies boost revenue and maintain profitability during challenging economic times when deal sizes tend to be smaller, by lowering costs compared to direct channels and helping expand market coverage.
2) To fully realize the benefits of indirect channels and build a channel that sustains high performance, companies must take a structured, analytical approach to selecting partners, bringing them onboard effectively, and closely managing performance.
3) Accenture's research identified a 5-step approach to developing indirect channels successfully, including analyzing cost structures and qualified partner selection. When done right, indirect channels can help companies navigate economic downturns and emerge stronger.
Retailers today are faced with unprecedented challenges ranging from shifting retail formats, overabundance of consumer choice, fast-changing technology, greater focus on quality and price to a tough economic climate. The result is that those who are not constantly innovating run the risk of falling behind. This white paper looks at the top five supply chain challenges that retailers face today and maps out a series of strategies to address these challenges based on research and direct experience in supporting retailers to maintain a competitive advantage in a highly competitive market.
Choosing and managing sales channels for your startup mc carterenglish - 09...Stephen Davis
Once you have selected and developed a unique product, developed your packaging, the selection of your distribution channel and sales representation is key to successful revenue growth. Distribution decisions have significant implications for marketing plans, product pricing, margins, profits, customer support and sales management practices.
This workshop is designed to help managers and executives develop a better understanding of the strategic aspects of distribution and the relationship of channels to other parts of the organization.
Learn to:
• Choose the best channels to reach your customers
• Identify the strengths and weaknesses of your channel and partnering program
• Structure your sales organization to operate more effectively
• Build and manage successful partnering relationships
• Enable partnerships to fast track results
• Examine costs of channels and sales force options.
• Optimize market coverage at target levels of profitability
• Identify which marketing strategies best support your channel choices
• How to minimize destructive channel conflict
Auto recall challenges in the new digital world by teleperformanceTeleperformance
This document summarizes challenges facing the auto industry regarding vehicle recalls in the digital age. It notes that recalls are increasing in frequency and scale, with over 60 million vehicles recalled in the US in 2014 alone. While recalls are intended to get unsafe vehicles off the road, about 25% of recalled vehicles are never repaired. The document discusses how consumer notification and engagement preferences are shifting to digital channels like mobile apps and social media, forcing automakers to modernize their recall processes. It maintains that effective customer communication throughout the recall process can help mitigate potential negative impacts on brand image from recalls. The document proposes solutions from Teleperformance to help automakers improve recall management using social media monitoring, multi-channel engagement, and back-office case management
Channel Checklist for Vendor Channel/Partner Managersharwelll
The document discusses various topics related to developing and managing effective channel programs, including:
1) Correct partner selection and recruitment is crucial to choose partners that have the desired skills and target the right customer markets.
2) Channel optimization involves analyzing existing partners to determine which are truly performing and which are diluting efforts.
3) Developing a channel strategy requires clarifying goals, assessing competitiveness, and establishing action plans.
The document discusses how the consumer packaged goods (CPG) industry is undergoing major changes due to factors like e-commerce, omnichannel retailing, and mobile platforms. To remain competitive, CPG companies must create new products faster and at lower costs. The key is building a collaborative business model that engages consumers, integrates processes across the value chain, and supports expansion into emerging markets. By streamlining operations and shortening development times, CPG companies can better manage risks and deliver innovative products to more markets.
The document discusses the role of analytics in the consumer packaged goods (CPG) industry. It notes that analytics can help CPG companies with pricing strategies, optimizing marketing mix, portfolio optimization, inventory management, and other areas. Analytics provides insights into profit drivers, demand elasticity, trade spend effectiveness, and more. It concludes that CPG companies must invest in analytics to stay competitive as consumer behavior changes rapidly.
The case study describes how Symyx Technologies developed and executed an integrated go-to-market (GTM) strategy that grew revenue and bookings, penetrated new market segments, and increased brand equity for the Symyx Electronic Laboratory Notebook (ELN).
Successful rewards programs anywhere in the world have always had customer data at the center of their strategy. Without strong customer analytics capabilities, a successful rewards program is simply inconceivable.
The retail industry is undergoing a massive transformation driven by consumers' adoption of new digital technologies. By 2020, brick-and-mortar retailers will need to fundamentally change how they do business to survive. Seven key trends will impact brick-and-mortar stores: leveraging social media data; embracing "showrooming"; tailoring store inventories; rationalizing store sizes; using mobile technologies; fulfilling online orders from stores; and developing "dark stores" for online order fulfillment. To adapt, retailers must implement an integrated online and in-store shopping experience, understand demand across all channels, customize product assortments for each customer, and enable flexible, real-time supply chains.
NCR's annual report summarizes its financial performance in 2005. Revenue increased slightly to $6.028 billion. Operating income improved significantly to $410 million, a 76% increase from 2004, due to lower costs and an improved revenue mix. Cash from operations also improved notably to $608 million. Looking forward, NCR aims to continue reducing costs, pursue profitable growth opportunities in data warehousing and self-service technologies, and promote a high-performance culture.
This eBook will allow retail business and IT managers to understand, which are the key elements that must be considered in retailers' path to become omnichannel champions. Find out which are the most critical omnichannel capabilities to develop as well as its strategy and roadmap for the implementation plan.
Living Business: Achieving Sustainable Growth Through Hyper-RelevanceAccenture Insurance
Living businesses continuously adapt to changing customer needs and market conditions to achieve hyper-relevance and sustained growth. Research found these companies understand evolving digital customer needs, pivot growth strategies beyond the core, and fund new growth by optimizing costs. To become a living business requires developing five capabilities: targeting new opportunities, designing for customers, building engagement, scaling with partners, and rewiring culture. Companies that excel in these areas are more likely to outperform peers and achieve above average revenue and profit growth. The document provides details on each capability and pathways for companies to transform.
Meituan is a Chinese super app with over $55 billion in valuation and 8 business verticals including food delivery, hotel booking, ride-hailing and more. It has over 310 million annual users, $52 billion in annual transactions and 4.4 million merchant partners. The document discusses Meituan's core product focus on food delivery, partnerships to drive scale, and user-centric design principles like standardizing pages and refreshing content to improve discoverability and engagement on its platform.
Creating Business Value - Use Cases in CPG/RetailBig Data Pulse
This document discusses how big data analytics can help consumer packaged goods, fast moving consumer goods, retail, and e-commerce companies. It provides examples of use cases like predictive demand forecasting, pricing optimization, and markdown optimization. One case study describes how a department store used a forecasting and optimization model to improve markdown strategies and increase margins by $90 million annually. In conclusion, analyzing large, diverse customer data in real-time can provide actionable insights to increase market share, revenue and profits.
- A large American air conditioning company hired inTouch to model historical sales data and evaluate the effectiveness of various promotional programs over five years.
- inTouch devised an advanced analytics solution using a Cobb Douglas model to analyze transaction data, incentives, shipments, weather data and more.
- The models helped the client understand which programs generated the most sales, margins and returns, and which territories and product mixes performed best under different programs.
- This allowed the client to optimize their promotional investments and prioritize programs, locations and products to maximize returns on their $4 million annual sales program budget.
Startup Business Idea Proposal PowerPoint Presentation SlidesSlideTeam
If your company needs to submit a Startup Business Idea Proposal PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/2ZfNCCq
The document discusses key considerations for integrating companies that provide software and services using the "anything as a service" (XaaS) business model. It summarizes the results of a roundtable discussion with industry experts on this topic. The main points are:
- Acquisitions of XaaS companies are driven primarily by the goal of diversifying products/services to expand revenue opportunities.
- Integrating sales functions across companies is one of the biggest challenges as business models differ.
- Risks include customers switching to alternatives or competing demands on resources during integration. Successful integration requires addressing cultural differences, aligning incentives, and managing customer and brand impacts.
- Executives must balance focusing integration efforts while avoiding rushing
Is Short Term Delivery Impacting Customer Returns?Jay Ganapathy
Supply Chain is leveraging technological advancements to deploy sophisticated Supply Chain Networks & Solutions. Whether it is RideShare, Internet of Things, Drones, Artificial Intelligence
or Autonomous vehicle, Supply Chain is making the most out of these disruptions.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
Link-based ranking factors are important for search engine optimization. Some key factors include links from trusted domains related to the topic that are distributed across different keywords. The anchor text of inbound links, age of links, and diversity of linking domains are also important. Search engines analyze the link profile of pages and domains to determine authority and the likelihood of ranking well. Buying or selling links can negatively impact rankings.
Escultor Marketing Consultancy adviseert en implementeert op basis van drie uitgangspunten:
1. onderscheid je door excellente dienstverlening, unieke klantbeleving en continue waardecreatie;
2. onderbouw je activiteiten door gedegen analyse, meetbare resultaten en efficiënte processen;
3. behaal succes door concrete actie en consequente uitvoering.
Content Analytics for Legacy Data Retentiondwightbowman
Dayhuff Group has built a solution for analyzing documents for legacy data retention. The solution locates documents that are ready for disposition, or ready for archiving in a managed repository.
This slide deck shows highlights my demonstration of the solution.
Mastering the Mindset of World Class Service in Your Medical PracticePeggy Wynne Borgman
Trying to elevate service levels in a medical practice requires an understanding of the three keys to delivering world class service. Creating a hospitality culture within health care can only happen when each element of excellent customer service is mastered. This overview will help you create a more satisfying patient experience, as well as improving employee retention and performance.
UMS is an upstart marketing company that uses proprietary software to quickly develop marketing plans for clients. The software allows UMS to bypass long lead times that typically hamper marketing firms. UMS analyzes its industry, customers, suppliers and competitors. Its customers will be companies seeking efficient marketing solutions, and its software could also be marketed to competitors. A feasibility analysis found the concept requires only startup costs and has a short ROI period.
Sales, Marketing & Service Optimization: Strategies for Accelerating GrowthCognizant
The document discusses strategies for accelerating revenue growth through sales, marketing, and service optimization. It argues that while technology has enabled cost savings, companies must now focus on top-line growth. A holistic approach is needed that considers customer relevance, sales effectiveness, marketing effectiveness, and service effectiveness. Implementing the right digital systems can guide professionals towards behaviors and processes that generate disruptive revenue growth, but companies must first understand their strategic objectives and performance issues. The document provides examples of how optimizing these areas through the right technologies has helped companies increase revenue.
This document discusses the challenges that companies face in achieving the desired outcomes of an omni-channel strategy. While omni-channel is important for customer satisfaction and loyalty, many companies struggle due to issues like a lack of alignment between technology investments and business operations, siloed data and insights, and an organizational structure not set up for an omni-channel approach. The document provides examples of leading omni-channel retailers and advises companies to assess their maturity level, update strategies and roadmaps to account for gaps, and ensure timely and precise execution of the strategy in order to fully realize the benefits of an omni-channel approach.
Aegon Americas: Leveraging leading positions in workplace and individual solu...Aegon
Joe Boan (Workplace & Individual Markets), Scott Ramey, (Workplace Solutions) and Phil Eckman (Customer Experience & Advice) provide an update on how Transamerica is leveraging leading positions in Workplace & Individual Solutions.
Digital Trendsetters: The Secrets of The Most Successful Digital Supply Chainsaccenture
Accenture Strategy surveyed 400 supply chain executives from organizations with a minimum global revenue of $1 billion+ in mature markets and $500 million or more in emerging markets across 14 countries.
From the respondents we identified a small group (10 percent) of top performers we call Digital Trendsetters.
These companies reported an increase in profitability of more than 10 percent over the last two years and anticipated revenue growth of more than 10 percent in 2015.
Learn more: http://bit.ly/2a6GalL
This document discusses how a customer-conscious C-Suite can catalyze company growth. It profiles the perspectives of different C-Suite roles such as the VP of Customer Success, CMO, CIO, CTO, and CEO. Each role is described in terms of how prioritizing customers can impact key metrics like reducing churn, improving marketing and content strategies, leveraging data analytics, enhancing user experience, and setting the right cultural priorities. The overall message is that taking an alternative leadership approach focused on customers rather than just profits can lead to increased revenue, profitability, and competitive advantage.
This document discusses how a customer-conscious C-Suite can catalyze company growth. It profiles the perspectives of different C-Suite roles such as the VP of Customer Success, CMO, CIO, CTO, and CEO. Each role is described in terms of how prioritizing customers can impact key metrics like churn rate, content marketing performance, user experience, and overall profitability. The document advocates that customer-conscious leadership should be woven into a company's culture and encourages readers to download a report on building a customer-focused C-Suite.
Harness the Power of Speech Analytics for Benefits across FunctionsUniphore
This presentation details on how Speech Analytics goes beyond contact centers to drive performance across functions through compelling business insights.
Confirmit provides customer feedback solutions to help businesses listen to customers and drive organizational change. The document discusses Confirmit's technology platform that allows businesses to collect multi-channel customer feedback and generate reports and dashboards. It also describes Confirmit Voices, Confirmit's customer engagement model that helps businesses design Voice of the Customer programs to listen, analyze feedback, and take actions that deliver business impact. Case studies are provided showing how some companies have increased customer satisfaction, revenue retention, and willingness to recommend through Confirmit's solutions.
The document analyzes the customer lifecycle and retention rates of the online retail company AtoZ. It finds that while AtoZ excels at attracting customers, it fails to retain them post-purchase through lack of loyalty programs and personalized service. Data shows increasing retention by 5% would boost profits by 25-95%. The document recommends AtoZ implement a customer relationship management program, improve loyalty efforts and return policies, and consider a merger with or acquisition of their strongest competitor to leverage respective strengths and become industry leaders through innovative internet-of-things strategies.
When it comes to scrutinizing costs, most insurance companies can say “Been there, done that. Got the t-shirt.” Managers are familiar with the refrain from above to trim here and cut there. The typical result is flirtation with the latest management trends like lean, outsourcing and offshoring, and others. However, the results tend to be the same. Budgets reflect last year’s spend plus or minus a couple of percent in the same places.
This document provides an overview of Confirmit and its Voice of the Customer solutions. It discusses:
- The problems many companies face with unstructured, labor intensive customer feedback collection
- How Confirmit's VoC solutions can increase productivity, standardize processes, and drive higher profitability through formal VoC programs
- Confirmit's multi-channel data collection, text/social analytics, reporting, action management, and system integrations that provide a complete VoC solution
- Examples of large companies who have improved customer retention, reduced costs and improved processes through Confirmit's VoC programs
growth_vs_scaling_how_to_achieve_it.pptxsarah david
growth and scaling both necessitate long-term thinking, close monitoring, and flexibility. Scaling is the process of improving an organization’s ability to meet rising demand while growth is the process of growing the firm itself. Sustainable growth and long-term success can be achieved when growth methods are combined with scaling endeavours.
This document discusses how Accenture has developed proprietary econometric modeling techniques to determine the incremental sales impact of each component of an automaker's marketing mix. By analyzing over 150 companies, Accenture has found on average 14% of marketing budgets are ineffectively spent. Accenture piloted this approach with an automaker in South America and was able to determine which factors like advertising, pricing incentives, and product innovations most directly drove sales. This allows automakers to optimize their marketing spending. Accenture argues their approach provides a scientific, data-driven method to improve automotive marketing performance.
This document discusses how Accenture has developed proprietary econometric modeling techniques to determine the incremental sales impact of each component of an automaker's marketing mix. By analyzing over 150 companies, Accenture has found on average 14% of marketing budgets are ineffectively spent. Accenture piloted this approach with an automaker in South America and was able to determine which factors like advertising, pricing incentives, and product innovations most directly drove sales. This allows automakers to optimize their marketing spending. Accenture argues their approach provides a scientific, data-driven method to improve marketing ROI compared to traditional subjective methods.
This document discusses how Accenture applied scientific marketing techniques to help automakers maximize the effectiveness of their marketing spending. It found that on average 14% of marketing budgets were ineffective. Through econometric modeling, Accenture was able to determine the incremental impact of different marketing components like advertising, pricing incentives, and product innovations on sales. For one automaker client, the analysis found that brand advertising delivered the best return and some pricing tactics and incentives had only short term impacts. Armed with this data, automakers can optimize their marketing mix and improve performance.
1) The document discusses applying scientific marketing techniques to determine the incremental impact and effectiveness of different components of an automotive marketer's budget, such as advertising, incentives, and product innovations.
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1. Accelerating Revenue Growth
Five Winning Principles for Achieving Sustainable
Double-Digit Revenue Growth in Any Industry
By
Steven A. L’Heureux
slheureux@rocketmail.com
+1 (949) 422-1437
2. Special Report
Accelerating Revenue Growth Page 2
The Challenge: Driving Double-Digit Growth in a Slow Growth Market
Achieving high growth in a strong market is relatively easy; a rising tide raises all ships. But how do you
wring double-digit growth out of a market that’s growing at only a single digit rate? Only one of the six
major market segments within the Media and Entertainment industry is expected to top 10% CAGR
(Compounded Annual Growth Rate) between 2006 – 2011 according to recent research published by
PricewaterhouseCoopers. Driving double-digit revenue growth in the media technology market is going
to be extremely challenging over the next few years.
2006 2011 CAGR
Internet Access & Advertising $177 Billion $332 Billion 13.4%
TV Networks (Broadcast & Cable) $172 Billion $228 Billion 5.8%
TV Distribution $161 Billion $251 Billion 9.3%
Sports (Gate & Media Rights Fees) $96 Billion $124 Billion 5.2%
Filmed Entertainment (All Outlets) $81 Billion $103 Billion 4.9%
Video Games (Consoles/Games/Online) $32 Billion $49 Billion 9.1%
So why be concerned? Should you just accept a brief period of slow growth as part of the normal
business cycle? Of course, the answer is an emphatic, “No”! Michael Treacy wrote in his book entitled
Double-Digit Growth, “Growth is the oxygen of business, the key to business life or death. Growing
enterprises thrive; shrinking companies vanish”. Fine, so revenue growth is good, we can all agree with
that basic premise. But, how does one go about making growth happen in a challenging market?
Based on his eight years of research, Treacy identified five key
disciplines for driving double-digit growth:
(1) Improve customer base retention,
(2) Focus on market share gain,
(3) Show up where growth is going to happen,
(4) Penetrate adjacent markets,
(5) Invade new lines of business.
The key to a successful growth strategy is to develop initiatives
across multiple disciplines, thus creating a broad portfolio of plans.
However, having the intellectual understanding of what to do to
grow your business is one thing; having the talent within your
organization to execute is quite another. This special report
documents how these disciplines were applied by the author with
great success at Encoda Systems’ broadcast automation division, a
troubled business that was struggling with four years of declining
revenue and seven-figure EBITDA losses. The turnaround results
were stunning. Within 17 months, revenue jumped 145% and
EBITDA increased 240%, restoring profitability. Skillfully applying
the principles outlined in this report can have the same profound
impact on your business as well.
“Within 17
months, revenue
jumped 145% and
EBITDA increased
240%…Skillfully
applying the
principles outlined
in this report can
have the same
profound impact
on your business
as well.”
3. Special Report
Accelerating Revenue Growth Page 3
Principle 1: Improve Customer Base Retention
Having spent my entire career selling complex technology
solutions, I can attest that the easiest sale is to an existing
satisfied customer. Why? If you’ve served your customers
well, the established trust relationship affords you a
decided advantage over your competition for winning
future business. Having sold to a customer previously, you
know the various players involved in the buying process:
who has buying influence, who are the important
recommenders, who are the key users of your
product/services and who will make the final decision. If
you’ve done your job particularly well, you’ll also have an
internal champion to advise you and tilt the playing field
even further to your advantage. Simply put, the deck is
stacked heavily in your favor if your organization is
methodically collecting, documenting and leveraging this
critical customer information for future use.
Note, the key phrase in the previous paragraph is, ‘if you serve your customers well’. To retain your
customer base and reap the resulting financial rewards, in addition to staying close to your customer,
you must also continually improve your value proposition and make switching to a competitor costly.
Frankly, this was the strength of Encoda’s automation business prior to
my arrival as the new President. In 2003, 93% of Encoda’s revenue came
from existing customers. The customer base was tiny, but extremely
loyal despite Encoda’s aging and highly proprietary technology.
Customers were reluctant to switch away from Encoda because there
were few ready alternatives. Since its inception, Encoda had dedicated a
significant portion of its software development resources to customer
requested custom functionality. Each time Encoda agreed to deliver a
customized software feature for an individual customer, that customer
became further entangled in the business relationship, ultimately making
switching extremely difficult. Encoda also demonstrated unmatched
flexibility with respect to after-sale support and product maintenance.
Support contracts were highly customized, often incorporating expensive
concessions that most competitors simply wouldn’t or couldn’t match.
The challenge was to retain the outstanding customer loyalty enjoyed by Encoda, but do it more cost
effectively so the company could quickly return to profitability. Four key programs were implemented:
1. A vast array of custom support contracts were replaced with a three-tier customer support
program built upon value-based pricing. This dramatically reduced costs and increased
revenue per customer.
“While selling to an
existing customer may be
the easiest sale you’ll
ever make, winning an
account from a
competitor will most
likely be the toughest
revenue you’ll ever earn.”
4. Special Report
Accelerating Revenue Growth Page 4
2. A global customer relationship management system (CRM) was deployed to capture and more
effectively leverage customer information. Key customer support metrics were established
and monitored. For the first time, Encoda could now methodically measure and continually
improve customer satisfaction using hard data from the CRM system as its yardstick.
3. ‘One-off’ software releases tailored to individual customers, and the associated support costs,
were eliminated by training the sales force to be more skilled at negotiating away ‘custom’
feature requests. A senior product manager and the VP of technical services were assigned key
gate keepers as part of a rigorous new process for managing the product roadmap. New
features that did make the general product release were aggressively marketed to Encoda’s
entire customer base at ‘value-based’ pricing levels.
4. Product installation efficiency and quality were improved by implementing a more
sophisticated system test and assembly operation as well as establishing a dedicated SQA
function leveraging state-of-the-art tools and methodologies.
By measuring and continually improving customer
satisfaction as well as providing high value services
and product enhancements to its customer base,
Encoda continued to enjoy a near perfect customer
retention rate while shifting away from its most
unprofitable practices. These changes generated 84
percent revenue growth just from within the
existing customer base. Furthermore, the processes
and controls implemented not only reduced service
support costs and helped dramatically improved
profitability; they also served as a vital foundation
for cost effectively scaling the business as the
company’s growth accelerated.
Question: Is there more your company can be doing to retain its customer base
while maximizing the revenue and profit potential it represents?
Principle 2: Focus on Market Share Gain
This principle is all about stealing market share away from competitors. While selling to an existing
customer may be the easiest sale you’ll ever make, winning an account from a competitor will most
likely be the toughest revenue you’ll ever earn. In business to business high technology sales, to convert
competitive users typically requires both a substantially better value proposition and a complacent
competitor.
Therefore, the first step in growing market share is to identify a vulnerable competitor. Encoda had
plenty of options, the National Association of Broadcasters (NAB) supplier directory lists 88 companies
engaged in television/newsroom automation. Of that list, six companies had a sufficient market share
that justified targeting; and one, Harris Corp., was especially vulnerable.
0
5
10
15
20
$10,300,000
$18,900,000
USDollars
Millions
2003 2004
Customer Base Revenue
Increased $8.6 Million
5. Special Report
Accelerating Revenue Growth Page 5
Harris had acquired Louth, the granddaddy of all broadcast automation companies, when most master
control facilities still managed only one or perhaps a few broadcast channels. After the acquisition,
Harris continued Louth’s tradition of competing on the merits of their impressive library of device
control utilities. However, Harris had done an especially poor job of keeping its technology current with
the emerging trend of multi-channel digital operations. The plan was to target Harris’ largest
automation customers with Encoda’s highly scalable D-Series solution.
An aggressive marketing campaign including sales team
incentives, marketing communication messages and
product promotions was launched specifically to exploit
Harris’ weaknesses. As President of the division, I
personally traveled around the world visiting Harris
customers making the Encoda pitch. The resulting program
was a huge success. Encoda won over a significant number
of Harris customers, including Harris’ flagship accounts in
both North America and Japan. Encoda’s market share
grew from 10% to 25% of the total market in less than two
years, according to Broadcast Projects International, Ltd.
(BPI), a leading UK based industry research firm.
Question: What market share gain is your company enjoying by attracting new
customers from competitors?
Principle 3: Show up Where Growth is going to Happen
This principle is all about market segmentation and positioning – classic marketing stuff. The key to
successful market positioning is to identify and stake out the new hot segments in your industry before
your competitors. There are leading indicators of new fast-growth market segments you can sometimes
spy, such as shifts in customer buying criteria. However, to consistently spot positioning opportunities,
your company must have a systematic approach to managing the segmentation process and possess
broad industry expertise beyond your own markets.
Classic market segmentation was once considered the exclusive domain of consumer marketing, but it
has also been applied in commercial technology markets with great effect. At both Odetics Broadcast
and Encoda Systems, we executed detailed market segment quantification and financial modeling to
determine product development, positioning and pricing strategy. Some of the key elements of the
market segment analysis included: size of market, market segment trend (growing/flat/declining),
market functional requirements, market requirement fit with existing product functionality/roadmap,
competitive landscape, anticipated margins, access to market (existing or potential sales channel),
consistency with company vision, other market upsides and risks.
0% 50% 100%
2003
2004
Market Share
Increased 15 points
25% Share
10% Share
6. Special Report
Accelerating Revenue Growth Page 6
Applying a rigorous market segmentation
methodology at both Odetics Broadcast and Encoda
Systems resulted in dramatically improved business
performance over a very short period of time. For
example, at Odetics Broadcast, gross margins
skyrocketed (22% to 56%), software revenues
jumped 21% and a $5.4 million annual EBITDA loss
was erased. At Encoda Systems, a similar market
analysis process pointed to focusing on the DTH
(Direct To Home) market segment. While industry
wide television growth projections were essentially
flat, research conducted by Euroconsult, an
International consulting firm specialized in satellite
communications and broadcasting, showed that the DTH segment was expected to grow from
approximately 5,000 channels worldwide in 2001 to over 41,000 channels by 2010. Gaining the critical
first mover advantage and effectively executing a targeted marketing campaign, Encoda dominated the
fast growth DTH segment resulting in an astounding new customer revenue growth of 10X.
Question: What level of market segment analysis has been done for your
business and what contribution has it made to your company’s top-line growth?
Principle 4: Penetrate Adjacent Markets
Market adjacency is all about creating growth by expanding your total
addressable market (TAM). But it’s a subtle concept, so perhaps the
best way to begin a discussion of this principle is with a definition of
an adjacent market. Markets are characterized by a commonality in
key attributes such as product needs, customers, cost structure and
competitors. Slight variations in one or more of the characteristics
create market segments within the same market. Significant
differences in some, but not all market attributes creates separate,
but adjacent markets.
For a broadcast master control room automation company like
Encoda, pursuing Direct to Home (DTH) master control automation
opportunities was a market segmentation strategy. Encoda’s decision
to pursue network monitoring solutions incorporating sophisticated
transport stream and service path analysis tools, as described later in
this section, represents an adjacent market strategy. While the
customers and cost structure were similar to the automation market,
the product needs and competitors in the network monitoring market
were dramatically different.
“An adjacent
market strategy
is a high risk
move because it
potentially takes
your company
outside its core
competencies
and comfort
zone.”
$-
$5
$10
$770,000
$8,100,000
USDollars
Millions
2003 2004
New Customer Revenue
Increased $7.3 Million
7. Special Report
Accelerating Revenue Growth Page 7
An adjacent market strategy is a high risk move because it potentially takes your company outside its
core competencies and comfort zone. As Treacy points out in his book, “Adjacent growth is a
challenging business. Many companies have failed in their attempts to conquer neighboring markets”.
So why take the risk? There are two principle motivations for pursuing an adjacent market strategy: (1)
you’re caught in a stagnant market and need to break out or (2) you’re enjoying great success and want
to leverage your superior operating model. Encoda had executed the growth strategies described
earlier in this report brilliantly, driving the company to a 25% share of an essentially flat market.
However, continued share expansion in the core automation market was going to become increasingly
challenging. Pursuing an adjacent market strategy was the next logical step in the company’s quest for
sustainable double-digit growth.
Once you’ve decided to pursue an adjacent market strategy, you need to identify potential
opportunities and begin an evaluation process. As a starting point in your process, Treacy offers three
key questions for assessing adjacent markets: (1) is it a promising market, (2) can you win in this market,
and (3) can you create exceptional value for both your customers and investors? The market
segmentation analysis criteria outlined in the previous principle can also aid in evaluating adjacent
markets. You also must carefully consider the likely competitive response before entering an adjacent
market. Entrenched competitors should be expected to fight vigorously to protect their turf and push
out any new entrants. Once a high potential adjacent market is identified, you should also explore the
make versus buy alternatives.
Based on our analysis at Encoda, we
selected two adjacent markets in the
broadcasting space to pursue: network
monitoring and digital asset management.
We elected to build the monitoring
solution organically, and introduced it as
the VeriStream product at the 2004 IBC
tradeshow in Amsterdam. In July of 2004,
Encoda acquired Arkemedia Technologies,
an asset management company based in
the UK. Combined, these two new
adjacent market opportunities would shift
Encoda automation from a stagnant $100
million total addressable market to a
rapidly expanding total addressable
market four times larger than its core
automation market. Both businesses initiated via our adjacent market strategy were exceeding
expectations and had begun contributing revenue growth when Encoda was itself acquired by Harris in
November, 2004.
Question: What are your fastest growing adjacent markets and how can you
exploit them to your company’s advantage?
0
100
200
300
400
500
USDollars
Millions
Total Addressable Market Increases
from $100 to $400 Million
Monitoring
D.A.M.
Automation
8. Special Report
Accelerating Revenue Growth Page 8
Principle 5: Invade New Lines of Business
The ‘Invading new line of business’ growth strategy is about seeking new opportunities in markets that
share nothing in common with your currently served markets. Odetics, Inc., the parent company of
Odetics Broadcast, provides a good example. While I was with the company, Odetics owned businesses
in television broadcast, home security, municipal traffic management, IT infrastructure technology and a
US government contractor. There was absolutely no synergy or sharing of resources among businesses.
Entering new markets typically provides little opportunity to leverage the core competencies of your
existing businesses; thus the risk associated with this type of growth strategy is off the charts. As a
result, this strategy is normally the path of last resort for all but those organizations that make a living
out of acquiring businesses. In fact, successfully executing a new line of business growth strategy is
more of an investment exercise than a management challenge. Companies that successfully grow new
lines of business have deep expertise in: (1) selecting and valuing businesses, (2) deal structure and
financing, and (3) exerting financial, managerial and strategic control over the new business.
So given the risks associated with this strategy, why do companies pursue this growth path? Danaher, a
diverse industrial company, leverages this fifth growth principle with great success. Textronix, acquired
by Danaher in November of 2007, is the latest addition to its impressive collection of companies. In
fiscal 2007, Danaher generated $11 billion in sales, a 16.5% increase over the previous fiscal year, and
delivered $1.12 earnings per share (EPS) from
operations, a 19% increase over the previous fiscal
year. Generally regarded as one of the best
managed companies in the world, Danaher
acquires for the long haul, infusing its
management philosophy and operational
methodologies into each newly acquired business.
Built upon the concept of Kaizen or continuous
improvement, Danaher relies on a proven and
repeatable business process called the ‘Danaher
Business System’ (DBS) designed to unlock
significant incremental shareholder value in its
newly acquired businesses. Danaher’s website describes it well, “Success at Danaher doesn't happen by
accident. We have a proven system for achieving it. We call it the Danaher Business System (DBS), and it
drives every aspect of our culture and performance. We use DBS to guide what we do, measure how
well we execute, and create options for doing even better -- including improving DBS itself.” As Danaher
shareholders surely would attest, when executed well, a company growth strategy of entering entirely
new markets can pay-off handsomely.
Question: Does your company have the necessary ‘investment mentality’ to
successfully execute a new market growth strategy?
“...successfully executing a new
line of business growth strategy is
more of an investment exercise
than a management challenge.”
9. Special Report
Accelerating Revenue Growth Page 9
Conclusion: Leadership is the Key
Within 17 months, Encoda’s Automation division rose from the crowded ranks of second-tier
competitors to market share leadership. This growth was achieved despite a flagship product built upon
highly proprietary and aging technology. With double-digit revenue growth providing the resources to
aggressively invest in the product portfolio; Encoda developed a powerful next generation, standards-
based broadcast automation solution. This new flagship product advantageously positioned the
company to capture even greater market share from its competitors and drive a new cycle of double-
digit growth.
However, sound methodologies alone can’t deliver high performance results. It also requires leaders
with high personal standards, that model the behavior necessary to drive outstanding results and that
can cultivate a shared passion for excellence throughout an organization. To duplicate the results
described in this report, you should seek out and promote individuals that are comfortable with risk
taking, setting aggressive goals and leading in the face of uncertainty. Together, sound methodologies
and strong leadership can combine to drive accelerated revenue growth in any market or industry.
About the Author:
Mr. Steven L’Heureux is a results-oriented, technology-savvy global
business executive with a history of driving double-digit growth and
turning around underperforming technology organizations. He possesses
deep expertise in every facet of turning around and growing a business:
strategic planning; global team building; market, technology, and
financial analysis; multi-channel sales and marketing; leadership of multi-
site worldwide operations; as well as mergers and acquisitions.
Steven’s C-level and operations leadership experience is augmented by a
strong background in sales and marketing, ensuring a customer focus
that translates to winning growth strategies and rapid revenue gains. An
accomplished global leader, he has lived and worked overseas and
conducted business in Europe, Asia Pac, Middle East, and Latin America.
Steven graduated magna cum laude (high honors) with a Bachelor of Arts degree in Economics from the
University of Wisconsin-Whitewater.
Contact Information:
Steven L’Heureux
Mobile: +1 949-422-1437
Email: slheureux@rocketmail.com
LinkedIn profile: www.linkedin.com/in/slheureux
Note: You are welcome to copy and distribute this special report as often as you wish; it is only
requested that you please include the author’s information page when doing so. Thank you.