There is no legitimate reason why marketing and sales should be excused from the careful process design and management that works in the rest of the business.
But simply requiring more detailed reports regarding what they've always done engenders resentment without any improvement in results.
Overall revenue effectiveness, and the revenue growth framework, provide the culture and toolkit that's necessary to create consistent, repeatable revenue results.
Robots solve for dangerous and heavy work, but even well optimized lines still rely on people.
While the vagaries of personality will impact sales, it's important that your people and processes account for that and address it - not use it as an excuse for unreliable revenue.
I don't know what you've tried.
I do know what I see routinely - that tweaks are often applications of technology, consulting or service that are executed in an ad hoc way.
Companies used to try that for manufacturing too. And then they got serious and began to approach it systematically.
That's what makes ORE different.
The framework is the structure that we use to optimize overall revenue effectiveness.
Then you'll be a step ahead of every other company I've worked with. 😎
The reality is that it almost certainly is.
But the good news is that we have tools to help us understand the current situation based on data and science - and to plan what's next based on facts - not personalities and gut feeling.
Well, is it unpredictable because that's the nature of the universe? Or could it be that some of that unpredictability is a function of your systems, processes and people?
ORE helps to solve for that.
No. Marketing tactics like SEO, content marketing, paid ads, account-based marketing, data management, blogging, and others can be very effective.
or maybe No.
What's the area of biggest opportunity?
Generally an ORE approach will build on deep customer and market research, substantially refine marketing, include specific technology and involve fairly intense evaluation, training and upgrade of the sales force.
It's not easy, but again, it's simple.
Research and conversation.
We need to understand the buying team - which is certainly much larger than you assume.
Then we need to understand the buying journey.
A clear matrix of problems you solve needs to overlay on problems companies have - those they're aware of and those they're not.
And then to largely do the same again...for their buyers.
Short answer, no.
It's a natural fit, though, for companies that think very systematically about their processes.
It's also most impactful for companies with long sell cycles, high ticket sales and complex buying journeys.