This week, I worked with two #CRO clients to illustrate how a little goes a long way: as in multi-millions incremental per quarter. We asked...
...how many more of X activity
would a sales rep need to do
on a daily/weekly/quarterly basis
to close the current revenue gap?
With one, we found that with
only 2 more cold outreaches per rep day,
(or a mere 10 per week)
the outcome could be as much as
TWICE what they need to drive for this quarter.
In a single 1-hour session,
we unlocked an easy path
to increasing revenue by over 10%.
Now it's time to operationalize it.
This is where the #COO comes in.
This kind of math
around inputs and outputs of your business
is something that applies org wide.
(not just sales).
Across People, Clients, Processes, Financials
(the 4 aspects of the Balanced Scorecard approach),
you can and thus *should* work to do this.
One of the many roles of a #COO
is to operationalize this kind of math org-wide.
• What metrics should be tracked?
• How can we get the data accurately? Easily?
• What reporting is necessary?
• How might you automate or streamline reporting?
• When do we review the reporting?
• What happens when it's not tracking as we desire?
Etc. etc. etc.
What aspect of your business is most important for you to improve?
Ask "how many [A] do we need by [B] to get to [C] by [D]?"
If this is your most important constraint to improve,
operationalize that equation.
Then rally everyone around that until [D] is achieved.