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Our Viewpoint

Most Strategies Fail to Hit Revenue Targets

Most strategies fail. The strategies aren’t bad; most strategies are well conceived. They just take too long to work, or fail to fully capture the market opportunity. The problem is that the bridge connecting the strategy to market success is incomplete.

The Pace of Disruption is Accelerating

Game-changing market disruptors used to come along at a steady, even predictable, pace. But a new era has struck the technology industry. Market inflection points now occur with sudden impact and lasting consequences – mobile platforms, the social web, cloud computing, commoditization, M&A. The list will continue to grow at a frightening pace. With each new disruption, technology executives are forced to respond with new strategies to capitalize on the transformation that is underway.

All Companies are Organized for the Last Strategy

Capitalizing on these inflection points requires selling to a new set of buyers, owning different problems and competing with an unknown group of players. The problem is that the business is set up pre-inflection point. Marketing, sales channels, positioning and go-to-market are all designed to execute yesterday’s strategy. The inertia of the old hinders companies from getting traction with a changed strategy, making revenue growth incredibly challenging.

Driving Strategy to the Point of Revenue

Entering, expanding or re-defining a market is an opportunity to take more market share, reach new buyers and solve a bigger problem. But unless the path to revenue has been cleared, these results remain out of reach. Simply trusting that the marketing team, field sales personnel and channel organization will think and act in a different way is unrealistic.

The result is predictable. No clear differentiation, anemic pipeline, lengthy sales cycles and unacceptable win/loss ratio. There is a better way.

These Fundamental Questions Need Answers

After working with over 200 technology companies, Firebrick has a process for transforming strategy into revenue. The companies that successfully undertake this journey have answered these fundamental questions:

  • What is the market for the new strategy?
  • Who are the new buyers? And what are their motivations, problems and funded initiatives?
  • Is my story compelling and does it resonate with my new buyers?
  • Is the story differentiated and does it create urgency?
  • Are my field sales and channel teams prepared with conversations for the new buyer(s)?
  • Can they set the buying criteria?
  • Do they know the competitors, and competitive traps?
  • Where is the revenue coming from? Which Geographies and which accounts?
  • What is the best sales coverage model?
  • Am I ready to launch? Do I have a provocative viewpoint?

The technology executives that nail these questions not only successfully connect their strategy to revenue production, but accelerate results and amplify their market impact.

Firebrick answers these questions.