The first part of this book described how today’s buyers are in firm control of the buying process, as well as how marketing and sales have grown up as disconnected departments, neither of which is well aligned with this new buying paradigm. I also explained how, in aggregate, companies can add trillions to their revenue by adopting a new transformative strategy called Revenue Performance Management, or RPM. Part II then outlined the principles guiding that transformation and introduced the Revenue Cycle Model, which provides a conceptual basis for understanding, guiding, and measuring the process of continuous improvement.
Now, it’s time to get practical.
In order to successfully implement RPM, the entire company, from the top down, must embrace transformation. Everyone involved has to adopt and master a number of new or changed business methods. Changes in buying behavior have been abrupt, and it can be somewhat disorienting to people in marketing and sales. Every revenue professional today knows that the status quo is not going to work for them much longer; however, they don’t quite know where to go from here. No one taught them new Revenue Performance Management methods in school. And, as we saw in Chapter 2, there are still plenty of well-respected training specialists, clinging to obsolete ideas and methods, who are teaching anyone who will listen all the wrong ways to succeed in this new world.
Fortunately, a number of forward-looking ...