There is plenty of advice available for business owners and CEOs of struggling companies to help them right the ship. But what if your “problem” is simply just that you are doing well and need to figure out how to take the next steps to grow revenue?

Every day I work with organizations that are succeeding, but they are stuck where they are. Their current revenue figures have plateaued, and they are unable to get to that next level. The issue they need to tackle is not staying afloat, it is figuring out how to increase their speed to win the race.

How do companies that have their business model figured out and are on sure footing propel themselves forward to that next leap in revenue growth? This revenue growth guide will give you the tactical advice you need to build a growth strategy to take your company to the next level!

Strategic business planning has always been an organization’s key to finding success. However, when the pandemic hit, strategic plans went out the window. Changing consumption patterns and buyer expectations rendered sales forecasts obsolete and supply chain challenges turned “business as usual” on its head. Businesses pivoted, shifted, and rode the wave eagerly anticipating a “return to normal” that never came.

In the wake of this massive disruption, it has become abundantly clear that the business landscape as we knew it has been permanently changed. How we do business has changed, who we do business with has changed, and the kind of business we do has changed. The long-term planning that companies once relied on to guide their strategic moves was largely put on hold, and continuous re-forecasting served as a tenuous foundation that companies came to rely on for their short-term planning.

If you are asking this question, you are already doing something right. Taking the time to analyze whether your Go-To-Market (GTM) strategy needs to be either refreshed or overhauled is a critical component of keeping up with both the market and your industry.

Determining whether you need a new B2B GTM strategy this year will depend largely on how old your existing plan is. If your GTM strategy was developed before COVID and has not been updated since, it definitely needs attention. If it was written or updated over the last two years, it likely still needs work but may not have to be rebuilt from the ground up.

Globalization has given B2B companies access to a seemingly endless list of suppliers and buyers, lowering prices and shortening delivery times. That is, until a disruption is introduced into the global network that ripples through the system.

Some disruptions have a more limited scope (only affecting certain industries or regions), while others have a more widespread effect. The pandemic has been the widest reaching business disruption of our time, and it is not going to be resolved anytime soon.

In fact, over the last few months “supply chain” has quickly become the new trending topic that everyone is talking about. However, most B2B companies have been dealing with supply chain woes for almost two years now. And with no end in sight, they are feeling the pressure to get even more strategic with how they approach supply chain disruptions.

So, how should you handle today’s ongoing supply chain disruptions… and tomorrow’s?

“The ability to withstand unpredictable threat or change and then to emerge stronger.”

This is how the team at McKinsey & Company defines resilience in their recently published an article on what they call The Resilience Imperative. They elaborate further that resilience is going to be more important in the coming decade than ever before when they explain, “Catastrophic events will grow more frequent but less predictable. They will unfold faster but in more varied ways. Disruption is becoming more frequent and more severe.”

Resilience can be financial, operational, technological, organizational, or reputational in nature but the greatest resiliency comes when an organization can anticipate and respond to threats across all categories to dynamically adapt as needed. Obviously, this kind of resiliency does not just fall into place – it is the result of careful planning to develop a revenue resiliency toolkit.

People are generally confused when I tell them I work two different project management jobs that both involve working with multiple clients all in different industries and requiring different levels of attention.

The most common questions I hear

1. “Why would I do that to myself?”
2. “How do I keep any of the work straight”
3. “How do I manage to do it without getting completely burnt out?”

It’s taken some time and trial and error, but I have found these five tips help keep me from getting burnt out between my work and personal life:

The term “Revenue Operations” is soaring in popularity these days. In fact, Chief Revenue Officer, VP of Revenue Operations, and Director of Revenue Operations are among the fastest growing job titles right now on LinkedIn.

But what is Revenue Operations?

Does your business need it?

And, if you do, how do you establish a Revenue Operations framework?

Revenue Operations (or RevOps for short) is an approach that aims to align sales, marketing, and customer service teams to give them the tools and resources needed to drive predictable revenue. As Bhaskar Roy explains in an article on the rise of Revenue Operations, “RevOps treats revenue not as a fortunate outcome of a quality product, but like a mirror of the supply chain — a pipeline that needs to be powered by optimized business processes.”

“Forget past mistakes. Forget failures. Forget everything except what you’re going to do now and do it.” – William Durant