The Revenue Revenue Generation Maturity Framework is developed by The Growth Engine, a self assessment to help you understand the maturity of your business practices that affect your ability to generate revenues and achieve long term growth. This model was developed in 2015 and has been supported by empirical studies conducted in both North America, and Asia Pacific regions. The survey will take you only 5 minutes to complete and we will send you a complimentary assessment report within 3 business days.
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Your answers will help you understand the maturity of your current capability to achieve revenue goals. A complimentary benchmark report will be sent to you when the study concludes to help you gain industry insights
1. being your organization may not have a plan of action to address different possible scenarios. Highly tactical instead of strategic, most business decisions are made on the spot as different situations arise. The company is entirely dependent on the owners and founders. When profit is down, the first reaction from management is to cut costs (marketing budget and even human resources). Poor annual business plan (the only plan is all about numbers) and no mid-term and long-term planning. Focused on monthly/quarterly sales numbers and cash flow targets, and strategies are focused around investor values or owner profitability. Typically these companies are strategically adrift. They don't have a meaningful strategic direction or a clear view of how they create value. Lack of brand values (vision, mission, values, etc.). Products and services are undifferentiated and easy to copy.
10. being your organization has a coherent strategic plan and the plan is being reviewed on an annual basis to ensure both strategic and financial goals are still current and on track for a healthy future of the business. Your marketing plan is 100% aligned with the strategic plan, other divisional plans are also aligned with each other and shared across the executive team's overall functions. Marketing plans focused on customers and customer values the organization can deliver. Product Development / R&D working closely with frontline customer-facing and revenue generation teams. You have a powerful value proposition and a system of a few differentiating capabilities that support that value proposition. You apply your capabilities to a broader range of challenges and loftier goals, serve the fundamental needs and wants of your customers (laser-focused on customer values they bring to the table), and ultimately lead their industries. Your strategic plan and divisional plans not only aligned, but they are also well documented and cascaded down to individual performance plans with clear customer line of sight goals and KPIs at employee levels. You also have a continuous improvement process in place to ensure these plans are appropriate for their growth goals in 3 or 5 years' time.
1. being little or no data is collected on current customers and no demographic profiles defining the target buyers. Your marketing strategies focused on product features, not values they bring to the potential buyers. No ideal customer profiles, nor persona profiles were developed. Management doesn't understand the concept of Buyer's Journey and the tools available to identify your best buyers. Marketing assets produced are more about products and solutions the company makes not about customer needs and pain points. No data analysis of their existing customers. No formal CRM tools to capture customer data.
10. being you have developed very detailed ideal customer profiles and they are being shared across the organization. Persona profiles are defined clearly for each solution/product line with demographic/psychographics/behavior data for each Persona. The buyer's Journey Map is clearly defined for each Persona too. There is a task force formed to review these datasets on a periodical basis (every 6 or 12 months) to ensure their currency and accuracy. Continuous improvement processes have been put in place to allow sharing of customer knowledge across the organization. Systems are fully integrated, between CRM, MAS, ERP, and even tools used by customer services to provide true 360-degree customer info. Offline customer interactions are documented and shared too not just digital activities. Prioritization rules have been defined and there are clear KPIs and performance management measures put in place to ensure data integrity and knowledge sharing. Customer line of sight goals has been set at the team and individual levels. In ABM or customer marketing initiatives, it's a collaborative effort between departments. A customer task force is formed with members from different departments representing and sharing account intelligence and challenges involved weekly and necessary actions are taken by relevant team members to resolve those challenges (sales, marketing, product, customer service, finance even, etc).
1. being planning is essentially budget plans with sales and expense targets. There is a lack of strategic planning and business planning is done not as a team effort. Marketing and Sales plans are all done in isolation. Marketing doesn't know the numbers and targets of different sales teams. Accounts plans are not done at all and the account structure is unclear. There are no performance indicators or measurements linked back to goals. Sales and Marketing very much focused on tactical plans based on historical activities. The Marketing budget is the first being cut when the CEO/CFO needs to produce more profit for the organization.
10. being have your organization has a very clear hierarchy of planning mapped out and the CEO communicates the planning expectations across the organization and all employees are clear on these expectation and the purpose of these plannings. Strategic planning, business planning, followed by functional planning (sales, marketing, R&D, Operations) are established before the year starts with clear KPIs and a quarterly review process in place. The functional planning is done in collaboration between departments guided by strategic and business plans. Your head of Marketing also communicates clearly the type of tactical plans are needed from team members (campaigns, brand, content, digital, etc). Team members are clear about how their plans fit into the overall marketing and business plans and there are clear KPIs to measure their success and review process set up to support their work. Systems are fully integrated to allow data to flow through the organization. Marketing and Sales aligned their resources based on the business and functional plans and meet regularly (weekly or fortnightly) to ensure their actions are aligned and issues are being handled in a timely fashion. Planning is done annually with quarterly milestones backed by clear KPIs. There is continuous improvement practice put in place to ensure these plans are relevant, effective, and generating the results needed to ensure both short-term and long-term success. Irrelevant or ineffective KPIs are modified and replaced by more relevant or effective KPIs as part of the review process. Heads of sales, marketing, and operations are equally responsible for revenue generation and performance, therefore, sitting parallel at the executive table to ensure success as a business. All of your plans and reviews are documented and made available for all teams to access.
1. being your organization has no or few established processes and nothing is standardized. There is a lack of policy and procedures when it comes to how to perform daily tasks. All activities are done in an ad hoc fashion and merely as a reaction to a particular firefighting situation (reactive, not proactive). Similar situations may result in different reactions since there are no standard procedures in place. Sales and marketing do not use any project management tools to conduct their business and do not have any formal process to perform their job and with each other. Team members are always operating in a firefighting environment.
10. being all processes are well defined, measured, managed, documented, and optimized through a regular review and version update/control process. All business-critical processes related to revenue generation are not only documented but shared across the organization. There is no inconsistency between the documented process and the deployed process. This is part of the employee performance review to ensure all deployed processes are being followed. The process documented and deployed caters to all the intended functions, owners, and all the activities that need to be performed. The process also shows the seamless linkage between functions and other processes where there needs to be any interaction. This means that the process shows greater consistency of actions and better communication between functions. There is also continuous improvement practice put in place to ensure the documented and deployed processes are reviewed, feedback gathered from users to ensure they are relevant, and actually helping improving productivity and quality control.
1. being roles and responsibilities are not defined in your organization. Most, if not all roles are informal. Marketing resources have no job descriptions and as such, may be redirected for some other purpose. You may not have a professional marketer, marketing duties are carried out by CEO or COO or even Sales, supported by executive assistants who primarily help to manage company events. People are promoted from within, based on years of service not based on capabilities for the roles needed. Higher-level executives may be performing tactical responsibilities, minimizing the value of their leadership skills. HR is basically a payroll function, nothing more. Your teams are under-resourced which affects their cost structure, cash flow, and ability to deliver goods, services, or solutions they are selling. Resources are literally cut to the bone, team members are always in firefighting mode, leaving little time, energy, or desire to work outside their current job scope or focus on longer-term objectives.
10. being roles and responsibilities are well defined with clear KPIs and there is customer line of sight objectives developed in consultation with the employee, HR expert, and the line manager. Roles are structured centering around customer value journey and customer segments (instead of product-focused). There is a clear skill inventory mapped out and maintained by all functional team heads that are also endorsed by the HR department. HR has a business partner manager working closely with functional managers to look at the changing needs and plan 12 months ahead for the skills required in the future. There is a detailed crisis management plan to ensure if members of a function become unavailable in times of crisis, how would these critical business functions be backed up to ensure business continuity. The structure and job design prioritize the needs of short-term requirements of revenue generation and the mid-term needs of sustainable growth. Your organization dedicates resources around customer line of sight objectives that aim to achieve customer for life goals. There is a lot of focus on continuous training and development and opportunities for employees to be developed into senior roles or cross-functional roles based on employees' career goals as well as the business goals. All hires are highly functional self-initiated individuals. Marketing is a strategic function and is tasked to lead the transformation initiative together with other C-level executives.
1. being Executive Assistants to CEO typically carry the responsibility of event management and some basic marketing activities. If they do have a marketing headcount, this person is of traditional and even possibly outdated skills. Workers are not positioned in the organization based on the level of skills they have. No skill inventory map is kept and no ongoing review of skill requirements based on changing business needs. No internal training and development budget and no mentoring or coaching program to upskill workers. No employee career planning and succession planning.
10. being your organization has the Head of Marketing being part of the executive leadership team. CMO carries the responsibilities of a CRO (chief revenue officer) who has direct Revenue accountability. Profit goal is as important as revenue goals. Restructuring is done to enhance the organization's capabilities to grow not as a cost-cutting measure. Head of Sales and other functional leads are just as highly skilled and capable. All department leaders keep a skill inventory map and at the organizational level, these maps align to support the organizational goals. HR is a strategic function not a support function and HR business partners work with functional heads to develop a mid-term plan and a roadmap is established to ensure future skills and roles are considered in the direction where the business is growing into. There is also a continuous improvement process in place to review and improve the skills needed for the organization to support the long-term growth goals. Formal training the development programs are in place, with executive coaching for senior leadership team members, and required functional/technical and business essential training (such as conflict resolution, team leadership, agile project management, 6 sigma,s etc). Managers assist employees to identify their skill deficiency and employees are mandated to attend training in order to grow with the organization.
1. being your organization does not understand the role of communication plays in affecting their revenue performance. Most communication is top-down and one way. There are also no communication and collaboration tools other than the traditional formats. Strategic, business, and functional plans are not standardized and communicated across the organization (in most cases because they are not even available in a sharable format). No guideline on how communication can improve alignment and culture. Your organization responds reactively to communications issues and communication activities are not linked o outcomes in the organization and the effectiveness of their communication is not assessed.
10. being your organization understands the importance of communication in business and applies different communication methods effectively to engage their teams and frontline employees. Strategic, business, and functional plans are communicated and shared by the leadership team members to all employees in the company. ALL employees know the elevated pitch to articulate company customer values across the organization. The top companies at leap maturity stage apply their solution within their organization and every employee know how to sell their solutions effective (a very clear and systematic methodology has been developed and communicated to all members in the company). Team and individual goals aligned with customer line of sight goals are communicated clearly to ensure everyone understands their role in the revenue generation value chain and how they can measure their own success. Tough actions due to business challenges (such as the pandemic) are communicated honestly and upfront so no surprise for internal staff. Your company has internal communication tools in the form of an online intranet or collaboration tools to help with effective communication between teams. There are also clear policies on how to best communicate for different business matters. There are also clear external communication programs developed to engage current and potential customers in the goal to achieve customer for life and long-term growth goals.
1. Your organization has a combative instead of collaborative culture. CEOs dictate most of the decisions. Line Managers don't feel empowered to make decisions that they are hired to make. Marketing and Sales teams operate in distinct silos with minimal alignment on goals and activities. Sales guard their customer information against other functional teams and act as gatekeepers from their customers from other members of the organization. The absence of shared goals and collaboration often results in fingers pointing, conflicts, and internal politics. Due to a lack of strategic plan and vision, there is a lack of performance and customer-focused culture. Employees are there to make a paycheck and don't feel additional value to be in their working environment. The strategic direction of the organization is seldom known, employees follow direction and do not take proactive actions to innovate as it's not a culture encouraged and cultivated. People skills are not seen as valuable as technical skills and business knowledge. Employees look to leadership for guidance and there are few common goals shared across the organization. Meetings are viewed as a waste of time and unproductive. Relationships between stakeholders are poor when working on cross-functional projects. Change is often resisted and the organization struggles with how to handle change.
10. being your organization has a high-performing culture. The power within the organization is propelled from the team, not from the leadership. Leaders of your organization are people-oriented and fully engaged in their daily tasks. Leadership applies a consensus-building management style and reviews staff as needed. People skills are deemed just as important as technical and business skills. Work is engaging, rewarding, and work-life balance is attained. Employees are fully engaged in strategic-direction setting and decision-making. People commit and take responsibility in leap companies and engage in open communication (not behind-the-back politics). There is healthy conflict and authentic collaboration that exists in the working environment. Meeting facilitation is a common practice in leap organizations and time is highly productive. The entire organization is engaged in decisions through meetings. There is a standard methodology to run projects and managers fully understand the "WHY" and "HOW" to run these projects. Projects are flexible with full collaboration between all stakeholders and all projects are completed on time and on budget. Change is expected in your organization. Change management practices are used extensively to manage the changing needs.
1. being your organization does not have established metrics but has a focus on generating advertising. As such any revenue or effect of existing marketing efforts is not measured. More focus is drawn on looking into the number of impressions, number of clicks, etc. Decision-makers rely on perceptions, historical decisions, and non-validated beliefs. No defined data management or analytic processes to support insight development or business decisions. There is a lack of analytical skills or executive interest. Management only considers data sets from a historical perspective. Some projects have defined scope and objectives but due to inconsistency, duplication, and siloed use of technology, it is extremely difficult to analyze for insights.
10. being your company has a strong data and analytics culture. Decision-makers leverage analytics across the organization to support business decisions and even search for new ways to use advanced analytics to support their decisions. There are standardized data processes deployed company-wide to support specific business insights and continuous improvement practice to refine the processes around data enhancement and analytic methods to optimize resources. Management supports analytics to bring business units into alignment and commit to innovative analytic use for future growth and draws on advanced analytics and advances in new techniques. The best practice is also shared across your organization. In a project environment, best practice is being documented and continuous improvement practices are adopted to support the most difficult business challenges.
1. being your organization may or may not have a CRM solution but no marketing automation, CX or ABM SaaS solution, and other Business Intelligence tools to support the management and tracking of leads and conversion as well as customer knowledge insights. At best, you use an email marketing system to engage your customers. Technology is mostly limited to essential functions like email, and the main focus is on keeping costs low and maintaining the status quo.
10. being your organization has a clear roadmap for all of the systems they use currently and a roadmap for the coming 3-5 years. CIO is actively involved in revenue generation needs for the company and constantly looks for technology that can enhance the processes (either to streamline processes and improve productivity or above-the-line benefit to improve customer engagement). Budget and resources are allocated to actively focus on the technological needs to support business needs. The roadmap is shared with relevant stakeholders. There are also dedicated operational support resources allocated to support these systems and optimize the use of these systems. All systems are integrated to allow data flowing between each other and therefore relevant decision-makers can look at dashboards and KPIs real-time to make timely decisions. There are also clear policies and procedures documented on the use of these technologies, the WHY and HOW.
1. Being your organization achieved 50% or less of the revenue target in the last 12 months.
10. Being your organization achieve 100% or more of the revenue target in the last 12 months.
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