An Introduction To The Business Scalability Matrix

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We work with B2B companies to help them implement repeatable, scalable and predictable ..... complemented by effective S
An introduction to

The Business Scalability Matrix For companies with hi gh-value, complex B2B sales environments

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Introduction We work with B2B companies to help them implement repeatable, scalable and predictable sales and market ing processes. Our clients include early stage companies who are striving to “Cross the Chasm” from early adopters to mainstream markets, as well as more established organisations who wish to refocus their sales and marketing activities and revita lise their revenue and pro fit gro wth.

What’s

Holding

Your

Organisation

Back?

In both situations, we believe that the key to success lies in establishing a highly scalable business model that can sustain accelerated growth. Over t he years, a clear p attern of winning behaviours has emerged - a nd we’d like to share ten factors that seem to have a consistent impact on a B2B organ isat ion’ s ability to scale. The factors - and our assessment process - take account of the accumulated research by a number of widely respected organisations as well as our own observations. We hope that they may help you to identify some areas where your organisation has the potential to do bett er...

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Introducing the Business Scalability Matrix The Inflexion-Point Business Scalability Matrix systematically evaluates 10 key factors on a 5-point scale, ranging from “unscalable” to “highly scalable”. The 10 factors - summarised below - reflect our observations into the winning habits of highly successful B2B sales and marketing organisations. We’ll explore each factor in more detail on subsequent pages. Unscalable

Assessment

Hi ghly Scalable

1

2

3

4

5

1: Clarity of Market Focus

Reactive

Demographic

Firmographic

Focus on Stakeholders

2: Repeatability of Solutions

Random

Standardised

Replicable

Provably Better Benefits Focused

Distinctively Different Solution Focused Mostly Inbound Embedded Process Buyer-Aligned Process Enthusiastic Adoption Shared Plans Strategic Contributor

Ideal Customer Highly Repeatable Truly Unique Outcome Focused Socially Integrated Agile Process Buyer Centric Revenue Cycle Management Fully Integrated Trusted Partner

Scalability Factor

3: Market

Differenti ati on

4: Offering Focus 5: Marketing Foc us 6: Sales Process 7: Customer Focus 8: CRM Adoption 9: Sales - Mktg Integration 10: Customer Relationships

Undifferentiated Feature Focused Mostly Outbound Random Process Sales Centric No CRM No Alignment Approved Vendor

Common Components Somewhat Better Advantages Focused Experimenting with Inbound Informal Process Buyer-Aware Milestones Basic CRM Grudging Cooperation Preferred Supplier

In Transition Formal Process Buyer-Aware Process Widespread CRM Aligned Solutions Consultant

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10 Key Factors The ten factors in our Business Scalability Matrix span both external and internal issues. The idea of the matrix has its foundations in the pioneering work done on Capability and Maturity Models done by Carnegie Mellon University several decades ago.

Focus

on

1

Clarity

of

2 Repeatability 3 Market

B2B

Of cours e, t here have been m any subs equ ent variations on t he origina l theme. Our own Business Scalability Matrix is particularly focused on the factors that affect the scalability of B2B companies that are involved in hig h-v alue, com ple x sales envi ronments . For each of the following sections, we’ll define the five relevant maturity levels as well as highlighting some of the things we consider

4 Offering

Sales

The exercise is most effective when condu cted with a clear sense of

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to date, rather than on your aspirations, and to back your assessment of your current posit ion wit h t angible evi dence. Let’s start by taking a look at the clarity of your market focus...

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9 Sales

Focus

Process

7 Customer CRM

Solutions

Focus

5 Marketing 6

of

Focus

Differentiation

when we conduct formal Business Scalability Reviews with our clients.

realism. We would encourage you to focus on what you have achieved

Market

Focus

Adoption -

10 Customer

Marketing

Integration

Relationships

3

1: Clarity of Market Focus

CLARITY OF MARKE T FOCUS UNSCALABL E

Clarity of Market Focus is one of the most important foundations for

1 : Re a c ti v e

building sc alab le bus iness es - and it’ s not hard to underst and why.

Yo u will s ell to a nyo n e: yo u r co mp an y has n ot d efin ed or pr ior itised sp ecific tar get marke ts or focu sed marke ting a tt en t io n u p o n t h em .

inordinate amount of money and resources chasing down deals that

2: Demographic Y o u r c o mp an y’ s t ar g e t m ar k e t d e fi n it io n s ar e b as e d o n the trad ition al demo graphic seg mentatio n factor s (in du str y, size, location , etc.). Y o ur co mp an y’ s t ar g e t mar k e t d e fi ni ti o ns c o ns is te n tl y g o be yon d d emo graphics to r eflect str uctur al, env iro nmen tal an d b e h av io ur a l c o n s id e r at io n s . 4 : F o cus o n S t a ke ho l de r s You r target market defin itions also include detailed pro files of the key stakeho lders who are likely to b e i n vo l v ed i n t h e b u yi n g d e ci s io n p r o c e s s . 5 : I de a l C usto me r Y o ur p r o ce s s act iv el y en co u r ag e s s al es p eo p le t o dis qu alify pr os pe cts th at fail to meet enough of your “id eal custo mer ” criter ia.

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will either never close, or are destined to be unprofitable.

Beyond

Demographics

Conventional demographics are no longer enough to segment today’s complex markets. Vendors also have to identify the structural,

3: Firmographic

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Organisations that are largely reactive in their market focus waste an

environment al and behavioural considerat ions that are so import ant to qualifying business opportunities - and to determining the most profitable sales and marketing strategy. The most effective target market definitions build upon company profiles to identify the key stakeholders in the typical decision making process - and to anticipate their likely concerns and motivations. Finally, the most scalable companies have the discipline to proactively qualify out prospects who fail to satisfy enough of their identified “ideal customer” characteristics - so they can find better ones. Look at the list on the left. Where would you place your organisation?

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2: Repeatability of Solutions

REPE ATABILITY OF SOLUTIONS

It’s hard to build a scalable business unless you have the ability to

UNSCALABL E

deliver repeatable solutions. Hand-crafted, hard-won solutions that

1: Ra ndo m

are heavily customised to meet unique customer requirements might seem key to winning those all-important early deals - but they rapidly turn into a drain on the busines s and a brake on progres s.

Repeatable

Solutions,

Repeatable

2 : C o mmo n C o mp o ne nts

Sales

But this isn’t just about repeatable, clearly defined product or service offerings . It also requires repeat able, s cal able and pre dicta ble s ales and marketing processes. And it depends - as we observed when we addressed the issue of clarity of market focus - on having a crystalclear view of what an “ideal customer” looks like.

one of the key characteristics of market leaders - and vital to both cross ing t he chasm and winning m arket share.

same way, year after year? No - solution repeatability also involves the ability to sense, react and adapt to changing market conditions. Look at the list on the right. Where would you place your organisation?

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3: Standar dised You have established standardised product or service offe rin gs that yo u are marke ting & s elling in a r easo nably co n s i s te n t f as h i o n . The major ity o f yo ur reven ues co me from clearly defin ed, s tan d ar d is ed pr o du ct an d s er vice o ffe r in g s so ld i n a r ep eatab le, co ns is ten t way. 5 : H ig hl y Re p ea ta b le

Does this mean that the whole organisation sells the same thing the

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You have created a family o f co mmon co mponen ts fro m which you bu ild so lutio ns , but sales still ofte n have s o m e wh a t u n i q u e e l em e n ts t o th e m .

4: Replicable

There’s little doubt that sales, marketing and solution consistency is

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Yo u r so lu ti on s ar e cr e ate d f ro m s cr atch t o a dd r e ss un iqu e custo mer needs , with little stand ard isation . Ever y sale seems hand-crafted.

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M o r e th an 90 % o f yo u r r e ve n ue s & p ro f its c om e fr o m clearly def ined , stand ard ised product and service offe rin gs sold in a con sis tent way.

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3: Market Differentiation

MARKET DIFFE RENTIATION UNSCALABL E

In today’s markets, claiming to be better than your competitors is no

1 : Und i ff e r e nt ia t e d

basis for sustained differentiation - even if you believe you can prove

It is difficult for a p rosp ective cu sto mer to identify any m e an i n g fu l d i f fe r e n ce b e t we e n yo u r co m p an y a n d y o ur leadin g comp etitor s. 2 : S o m e wh a t B e t te r You claim to be “b etter ” than you r comp etition but o ffer fe w p r oo f po in ts t hat wo u ld b e acce pte d as valid b y an independent observer. 3 : P r o v a b ly B e tte r You claim to be “b etter ” than you r comp etition and o ffer a n umb er o f pr oof points that are r egar ded as sig nificant b y yo u r p ro s p e ct s . You clearly articulate why yo u are dis tinctivel y d iffer ent f r o m yo ur c o mp e ti to rs a n d e xp lai n h o w th at tr an s lat es i nt o cl ear b e n ef it s f o r yo ur cu s to m er s . You con sis tently positio n yours elf in a way that is un iqu e, p r o vab le , hi gh ly r el ev an t to pr o sp e cts , an d har d f o r a comp etitor to claim.

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Develop

a

Distinctive

Point

of

View

You need to differentiate your company before you promote your solution - and in today’s crowded communication channels, that depends on your ability to develop a distinctive, provocative and remarkable poi nt of view. Today’s most successful companies are able to stand to out from the clear vision of the future - and of the role they intend to play in helping their customers get there. We’ve seen time after time that organisations with a distinctive and

5 : T r ul y Uni que

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the ante with their own claims.

crowd. They demonstrate a deep understanding of their markets and a

4: Distinctively Different

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it. It’s simply too easy for competitors to copy your features and up

persuasive point of view are able to engage with customers and prospects on an entirely different level to their product-obsessed competitors . Look at the list on the left. Where would you place your organisation?

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4: Offering Focus

OFFERING FOCUS

We’ve just established the importance of having a a distinctive point

UNSCALABL E

of view - one that resonates with your target audience and enables

1 : F e a t ur e F o cuse d

your organisation to stand out from the crowd. There are similarly

Yo u m ar k et you r pr od u ct o r se r vi ce o f fe r in g in t e rm s th at l ar g e ly r e vo l ve a r o un d t h e f eat ur e s an d /or spe ci fi c at io n s of y o u r “ s o l u t i on ” .

important considerations when it comes to s elling and marketing your products or services.

Your

Customers

Care

About

2 : A d v a nta g e s F o c use d

Outcomes

Your cust omers don’t care about your features , advantages or benefits. Or if they do, they see them as only a means to an end. What they really care about are the outcomes you can help them achieve. So comparing yourselves only against your obvious competitors does little or nothing to address their issues. You need to broaden your perspective. How does your offering compare to other options - like “do it yourself” or today’s most powerful competitor, “do nothing”? Scalable companies characterise what they do in terms of their ability to enable their customers to achieve their desired outcomes. Today’s winners focus on the ways in which they can help their prospects to eliminate risk and increase the certainty of outcomes. Look at the list on the right. Where would you place your organisation?

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Yo u m ar k et you r pr od u ct o r se r vi ce o f fe r in g in t e rm s th at l ar g e ly r ev o lv e ar o un d t he ad van tag e s o f yo ur “ s o lu ti on ” co m par e d t o co m pe ti to r s . 3 : B e n e fi ts F o c use d Y o u m ar k e t you r p r od u ct o r s e r vi ce o ff er i ng wi th a p r i mar y f o cu s o n t h e s u p er i o r b en e fi ts you r “s o l u ti o n ” d e li ve r s co m par e d t o co mp e ti to r s . 4: S o luti o n Fo cuse d Y o u m ar k e t you r p r od u ct o r s e r vi ce o ff er i ng wi th a p r i m ar y f o cu s o n t h e b u s i n es s i s su e s a n d p rob l e ms y o u r s o l u ti o n can ad dr e s s . 5: Outcome Fo cused Y o u m ar k e t you r p r od u ct o r s e r vi ce o ff er i ng wi th a p r i mar y f o cu s o n t h e o u t co m es yo u r cu s to m er s can expect to achieve fr om implementin g it.

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5: Marketing Focus

MARKETING FOCUS UNSCALABL E

Your pros pects have come to hate conven tional, int errupt- driven

1: Mo stly Outbo und

outbound marketing - or learned to ignore it. You’ve only got to look

T he m aj or ity o f yo ur m ar k eti ng bud g et is fo cu s ed o n trad ition al o utb ou nd, in ter rupt driven activities (mailin g, adver ts, etc.).

at the number of attempts it now takes to connect when cold-calling,

2: Expe r ime nting wi th Inbo u nd You r trad ition al outb ound marke ting activitie s are complemen ted by effective SEO and oth er inbound techniques. 3 : I n T r a nsi ti o n T h e r e so u r ce a pp l ie d t o yo u r tr a di ti o n al o u t bo u n d marke ting activities is balanced with inve stmen ts in i n b o u nd m ar k e t in g . T h e maj o r it y o f yo ur m ar k e ti ng ef fo r t s h av e swi tch e d to su ccessfu lly cr eating a s tre am o f well-q ualifie d inb ound enq uir ies. In add ition to su ccessfu lly maste rin g inb ound mar ketin g, you r entir e organ isation is fully lever aging busine ss so cial me dia su ch as Lin ked In.

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From

Outbound

to

Inbound

-

and

Beyond

The nature of buying has changed. Your prospects are better informed than ever before, and bett er equipped t o s earch for solut ions. They hate being sold to, but are keen to learn. Our observations of highly scalable companies suggest that they have traditional outbound marketing and have been amongst the first to refocus their efforts on inbound marketing activities. They are deve loping a reputation for thou ght leadership, ha ve become

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campaig ns .

typically done a better job of mastering t his switch away from

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or the steeply declining response rates for email or direct marketing

the obvious candidates to turn to when their prospects start their search for s olutions , and are m ak ing incre asingly e ffe ctive us e of busines s social m edia and in par ticul ar L i nkedIn. Look at the list on the left. Where would you place your organisation?

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6: Sales Process

SALES PROCESS

One of the biggest differences between today’s most scalable B2B sales organisations and their poorly-performing competitors lies in their consistent company-wide adoption of agile, dynamic sales process es that are continuously refine d t o reflect new le arning and changing market conditions .

From

Random

to

Agile

across sales organisations that have a documented sales process but haven’t taken the steps to systematically monitor or enforce it. But there’s more to it than that - if it is to be truly effective, your sales process needs to be fully integrated with the CRM system such that it becomes a natural part of every sales person’s daily routine. We used to regard having an embedded sales process as the peak of scalability. But recently we’ve observed a new generation of embedded their processes into CRM systems but have developed a truly agile and dynamic approach to sales process management. Look at the list on the right. Where would you place your organisation?

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T he r e has b ee n n o s er io u s atte mp t to imp le me nt a s t an d ar d i s ed s al es p r o ce s s . S al es p e o p le d o th e ir o w n th in g , th eir o wn way.

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Yo u r co mp an y has d e fin ed a s ale s p r o ce ss and e xp ects s al es p e o p le to us e it, b u t d o e s n o t m on ito r o r en fo r ce i ts ad o p ti o n. 3: Fo r ma l Proc e ss Yo u r co mp an y e nfo r ce s th e us e o f a de fin ed sale s p r oce ss and syste matically measu re s and monitor s its adop tion b y sales peo ple. 4 : E mb e d de d P r o c e ss Your sales process is enfor ced, measured and deeply i nte g rate d i nto y o ur C RM s y ste m an d d ay to day re por ting activities. 5: A gi le Proc e ss

outstandingly effective sales organisations that have not only

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1 : Ra nd o m P r o ce ss

2 : I nf o r ma l P r o ce ss

Simply defining a “sales process” isn’t enough. We frequently come

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Yo u hav e an ag ile and d yn amic sal es and marke tin g p r o ce ss t hat is co n tin u ous ly r efin ed to r e fle ct n ew l e ar n i n g a n d c h an g i ng m ar k e t c on d i ti o n s .

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7: Customer Focus

CUSTOME R FOCUS UNSCALABL E

Today’s top-performin g s ales organisat io ns go beyond managing t he sales process as a series of sales activities: the most effective

1 : S a l e s C e ntr i c Your sales process - assuming you have one - revolves ar o u nd de fin in g th e actio n s yo u e xp ect yo u r s ale s p eo p le to un dertake . 2 : B uy e r - A wa re M il e sto ne s The milestones that control progres s between the key s tag e s i n yo ur s al es p r o ce s s ar e b a sed o n o b se r vab le e vi d en ce o f bu ye r b eh av io u r . 3 : B uy e r - A wa re P ro c e ss Each s tag e in t he pr o ce ss i s car e fu lly alig n ed with t he e q u i va le n t p h a s e i n y ou r p r o s p e ct ’ s b u yi n g de ci s io n p r o c es s . Your pro cess anticipates and addresses the issues, co n ce r ns a nd mo ti vati on s o f e ach ke y stak eho ld e r at e ach s tag e o f t he ir b u yi ng d e ci si o n pr o ce s s. You r “sales process ” is explicitly desig ned to facil itate and accelerate each phase in your prosp ect’s buying decision process.

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typical bu ying de cisio n journe y.

Where’s

the

Evidence?

One of the first things we look for when assessing the strength of customer focus is the extent to which milestones are based on observable evidence of buyer activity or intent, rather than on reported sales activity.

concerns and motivations at each stage in their buying decision journey. But the most effective organisations are those that embrace what

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deep understanding of the key phases in their target prospect’s

We also look for a clear understanding of the prospect’s likely

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processes seem to be those that are explicitly designed to reflect a

would until recently have been thought by many to be an alien mindset: rather than driving the sales process, they think instead about “what c an we do to facilitate the prospect’s buying process?” Look at the list on the left. Where would you place your organisation?

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8: CRM Adoption

CRM ADOPTION

There are still some organisations that have failed to implement a consistent company-wide CRM system. There are many more that have done so, and yet remain dissatisfied with the return they are getting from their investment. The quality of CRM implementation is proving to be another factor that separates scalable companies from the rest.

Administration

-

or

Sales

Enablement?

We’re particularly con cerned about t he num ber of organisations that have implemented an ‘out of the box” CRM solution without making any serious attempt to change the sales stages or probabilities to reflect their own p articular circum st ances. In too many organisations, the mindset also just seems to be wrong: the CRM system is regarded by sales people as an administrative burden, rather than a sales enablement tool. This appears to be a critical barrier to enthusiastic adoption.

between the sales and marketing processes - no CRM system can hope to deliver on its potential. Look at the list on the right. Where would you place your organisation?

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1: No CRM T he r e may b e i so late d is lan d s o f C RM ad o p tio n , bu t yo u have no t yet implemented a cons istent company-wide CRM so lution. 2 : B a si c C RM Yo u h av e a co mp an y- wid e C RM s ys te m b u t are s till u sin g many o f th e d efaults the system came with in areas like sales stage defin ition. 3: Wide spre ad CRM Yo u r C RM s ys te m h as b ee n fu lly cu s to mis ed to m ee t yo ur n e e d s a n d i s i n w id e s p r e ad act iv e u s e t h r ou gh o u t t h e s al es o r g an is at io n . 4; Ent husia stic A do pti o n You r CRM syste m is wid ely an d enth us iastically emb raced b y all s ale s an d mar k etin g p eo p le , wh o se e it as a tr u e sales enablemen t system. 5 : Re v e nue C y cl e M a na ge me nt

Yet without enthusiastic adoption - and w ithout tight integration

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You r CRM syste m fu lly r eflects you r en tire “sales pr oces s” and br ings all mark eting and sales activities t og ethe r into one integrated revenue cycle.

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SALES-MARKETING INTEGRATION UNSCALABL E

“Improving Sales and Market ing Alig nment ” has been a high priority goal for CEOs over many years. Yet the continued failure to align and

1: No A li gnme nt Ther e is fru strating ly little e viden ce o f align ment b e twe en y o u r s al es a n d m ar k e ti ng o p er at io n s o r th e ir res pective activities. 2 : G r ud gi ng C o op e r a ti o n Sal es a nd m ar k eti ng a r e cap ab le o f wo r k ing to g e th e r o n an ad-h oc basis b ut there is no fo rmal basis for alignin g ob jectives and activities. 3: Aligned T he r e is a s tr o ng s en s e o f r e sp e ct an d c ol labo r ati on between sales and marketing with clos ely aligne d ob jectives and activities. Sale s an d m ar k etin g s h ar e a co mmo n p lan n ing p ro ce ss an d a co mb in ed s ale s an d mar k etin g p lan s at b o th th e str ateg ic and tacti cal lev el . 5 : F ul l y Inte g r a te d You r sales and marke ting activit ies are fully aligne d and integr ated, with s hared ob jectives, g oals, metrics and co m p e n s at io n p l an s .

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integrate sales and marketing activities remains one of the most common factors preventing organisations from building truly scalable businesses.

Are

you

Aligned

-

or

Falling

Behind?

If you doubt that the effort is worth it, consider some of the latest research conduct ed by Sir iusDecisions : th ey found that hi ghly aligned and well-integrated B2B organisations enjoyed a 23.7% higher 3- year averag e revenue growth - and a 27.8% hi gher average profit growth. The foundation for sales and marketing alignment and integration lies

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9: Sales- Marketing Integration

in mutual respect and shared goals. But a growing number of the top performing com panies go further than t hat in es tablishing an environment that promot es winning beha viours. They have taken pains to ensure that personal and departmental objectives, metrics, and - this is key to maximising performance compensat ion plans are des igne d t o reward collabo ration. Look at the list on the left. Where would you place your organisation?

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10: Customer Relationships

CUSTOME R RELATIONSHIPS

What do the majority of your customers think of you? As just another “approve d vendor” , or as a t ruly “trus ted partner”? C SO Insight s has calculated that these factors can make as much as a 20% difference to key performance metrics including the number of sales people making quota, sales win rates, and overall company plan attainment.

Trust

+

Agility

The figures come from their latest annual survey of key sales trends, organisat ions acro ss a range of indus tries . The combinat ion o f a gile dynamic sales processes (factor 6) and “Trusted Partner” relationships appears to be particul arly power ful in driv ing s uperior performa nce. We’ve observed that “Approved V endor” a nd “Trust ed P artner” statuses are associated with different mindsets - the first thinks in terms of selling their products while the latter thinks about solving their customer’s problems. Executive le vel rel ations hips, joint plann in g s ess ions and s hared risk/reward models are all characteristic of trusted partnerships. Look at the list on the right. Where would you place your organisation?

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1: Appr ov ed Vendor T he m aj or ity o f yo ur c u sto mer s r e g ar d yo u a s a legitimate so lutio n pr ovid er, bu t see little meanin gfu l difference b etween you and your competitor s. 2 : P r e f e r re d S u pp l ier B as ed o n yo u r r e pu tatio n an d th eir pas t de alin g s with yo u , m o st cu s to m er s r eg ar d yo u as t h e p r e fe rr e d v e nd o r w it h w h o m t o d o b u s in e s s wi th i n y o u r m ar k e t s p a ce . 3: S o luti o ns Co nsul ta nt

covering more than 2,000 B2B-focused sales and marketing

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M o s t c u st o mer s r e g ar d yo u r or g an i sat io n as n o t j u st an o th e r ve nd o r - mo r e a val ue d r e so ur ce wh o can h e lp th e m g e t th e mo s t ou t o f yo u r p ro d u cts o r s er v ice s. 4: S tra teg ic Co ntri buto r R at he r th an j us t a co nsu l tan t o n th e u se o f you r o ff er in gs , cu s tom er s r eg ard yo u as a so ur ce of str ate g ic i nsi gh t in to th e br oader-b ased challenges they are f acing. 5 : T r u ste d P a r tne r Y o u ar e se e n as a lo n g - ter m p a r tn er who s e co n t r ib u ti o n s - i n th e fo r m o f o ffe r ing s , in s igh ts an d p ro ce ss es - ar e r e gar d ed as v ital to y o ur cu s to me r’ s l on g te rm s ucce ss .

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Applying the Matrix We recommend that you share the matrix with your leadership team and engage in an a ctive dis cuss ion about where you beli eve your organisation cu rrently st ands. We’ve already highlighted the importance of focusing on what you have actually achieved to date - rather than on your aspirations when ass ess ing your performanc e agains t each factor. Insisting on evidence is fundamental to making accurate judgements about your current position on each axis. Without this, it can be all too easy arrive at an over-positive assessment. While that may offer some temporary satisfaction, it doesn’t really help focus attention on making the positive changes that could accelerate revenue, profit and market s hare growth. There’s a st rong argument for involving a n independent facil itator. It can help draw out the contributions from all involved, promote healthy deb ate, k eep t he group honest , and ens ure t he neces sary rigour is applied to the assessment.

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Perhaps We Could Help? If you’re a UK-based B2 B organisation, we can facilit ate your leadership team’s review of the business scalability matrix, help you to achieve a consens us regarding your cur rent score on each factor on the basis of evidence, and stimulate a discussion about the other factors that affect your ability to build a truly scalable business. Our clients tell us that they find these facilitated on-site sessions highly productive - enabling them to quickly grasp the subtleties of the model and dramatically accelerating the completion of the assessment and their identification of key priorities for action. To find out more, please email us at info @inflex ion-po int.com , call us on +44 (0) 118 975 0595 or complete the contact form on our website at www.in flex ion-po int .com /contact . We’ll be happy to go through the costs and options available, share our experiences of working with other similar organisations, and to explain what outcomes you can expect to achieve from the exercise. We’ve shared t he evidence from Sirius Decis ions, CSO Insights and others regarding the power of taking a focused approach to building scalable busines ses . We hope we might help you ach ieve t he s ame.

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About Inflexion-Point Founded by Bob Apollo, a former technology company executive who has helped build scalable businesses from start-ups to established market leaders, Inflexion-Point is one of the UK’s leading B2B sales and marketing performance improvement specialists. Our research-b ased, eviden ce-driven appr oach is enabling a grow ing number of clients to shorten sales cycles, increase sales win rates and acce lerate revenu e growth. We help them est ablish repeatable, sca lable and predi ctable s ales and marketing processes that reflect the latest best practices as well as a superior underst anding o f who t heir bes t cust omers and prospect s are, and how and why they choose to buy. As a result, we’re equipping promising early stage companies to “Cross the Chasm” that separates early adopters from mainstream markets, and enabling established organisations to refocus their sales and marketing acti vities and to revitalise their revenue growth. You can learn more at our website www.inflexion -point. com or by calling us on +44 (0) 118 975 0595. We encourage you to subscribe to our blog at www.in flexio npoint.com/ blog, and to follow Bob on Twitter http://twitter.com/bobapollo or LinkedIn htt p://uk.linkedin .com/in/bob apollo. An

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www.inflexion-point.com

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