I hope I have made at least one point abundantly clear in Part I of this book: In order to continue to prosper in today’s radically altered buying environment, corporations need to make equally radical changes in their marketing and sales strategies. This is truly a change-or-die scenario for senior corporate executives wondering how to spur revenue growth and profitability (and I can’t think of any who are not).
To achieve breakout revenue growth, businesses need to transform every aspect of how they create revenue. They must rethink the roles, responsibilities, metrics, and processes that are used by their departments on the front line of revenue creation, specifically marketing and sales. In the same way that Six Sigma became the shorthand name for the transformation of manufacturing excellence and quality, I call the strategies needed for revenue transformation Revenue Performance Management, or RPM.
I’ve tried to explain over the past eight chapters why companies must transform their revenue generating structures to thrive in this newly interconnected world. The remainder of this book will explain how all companies, no matter their size, can actually achieve breakout growth.
Before we embark on the rest of our journey, let me make clear the stakes that are on the table. I recently led a global study to quantify the bottom-line impact of transforming a company’s marketing and sales activities through RPM. The study, conducted in 2011 ...