Our Process

Collaboration. Understanding. Performance. Growth.

Among other things, our processes allow us to create a platform and/or Action Plan for immediate priorities, and hopefully keeps overwhelm and chaos to a minimum. From this platform stakeholders become aware of near-term deliverables and long-term objectives, and ways they can individually or departmentally contribute.

During the early stages of an engagement, it is critical that everyone is informed (not necessarily involved) as we proceed. It also allows for tracking, revising, and establishing an ongoing workflow that is effective and efficient. The following process is an example of how we might proceed. As always, our process is dynamic and receptive to change based on the needs of the client.

Strategy

  • Jointly review the client’s Vision and/or Mission for the company and its leadership.
  • Jointly review any business, sales, marketing, or commercial plans that are currently in force. We consider their impact, roadblocks and ultimately, the plan’s performance.
  • We ask that all clients complete a 30-point questionnaire which allows both parties to establish a baseline of performance and aspirations.

Communication

  • Meet with the leadership team as well as designated personnel who are aligned with sales, marketing, and commercial responsibilities.
  • Establish weekly (or daily) meetings designed for review, support, and fulfillment of all agreed goals and objectives.
  • Participate or lead Advisory Board on behalf of client leadership. If appropriate, and at the request of the client, become the conduit for messaging the results of the Advisory Board to the organization’s management and by association the staff.

Revenue Architecture

  • Determine all revenue centric sales processes and the tools used to attain or surpass expectations. Tech, Process, Reporting, Analytics, etc.
  • Jointly review all MarCom functions, efficiencies, and how they support demand and sales deliverables.
  • Confirm the state of the overall commercial architecture and its impact on revenue production.

Go Forward

  • Create departmental GFS’ with appropriate management personnel for development of near-term and long-term objectives, strategies and tactics.
  • Create and/or update all plans based on discovery, changing market dynamics and available resources.
  • Confirm the mission driven GTM and associated staff responsibilities.

Providing Commercialization Services that Enable Sustainable Growth

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