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Revenue Disruption: Game-Changing Sales and Marketing Strategies to Accelerate Growth by Phil Fernandez

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“Danger, Will Robinson”

The mechanistic view that I articulate here can be disturbing for executives, managers, and professional practitioners who are accustomed to thinking about marketing and sales as “arts” involving great design, compelling messages, creative offers, clever sales plays, and heroic negotiations. I understand that. But it’s essential to understand and embrace these admittedly cold, scientific, and highly structured ideas about the revenue process in order to realize the benefits of Revenue Performance Management. That’s because for businesses of any reasonable scale and complexity, the revenue process can be organized in a structured and repeatable way, and its performance can be measured and tuned using analytics and statistics.

That said, there’s a reason why manufacturing and quality and supply chain and financial operations were transformed decades ago by these kinds of process-centric approaches, while marketing and sales operations were largely left untouched. Simply put, it’s because there is a very real art to marketing, and there is a very real art to sales. Buyers are people, and people have preferences, quirks, emotions, and unpredictable behaviors. Marketing professionals are people, too, with creative inspiration and strategic vision. And sales professionals are also people, with a highly evolved ability to read other people and find ways of getting deals done.

So while RPM involves the need to adopt structured business processes, formal metrics, ...

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