Every year, The Conference Board’s global survey of CEOs consistently indicates that a top challenge is sustained top-line growth.
To stimulate growth, 88% of CEOs feel that the key is getting closer to the customer to build long-term, profitable relationships. And when you carefully examine where companies spend their money to acquire and develop these relationships, you are inevitably drawn to the sales and marketing expense line.
In the software industry, for example, sales and marketing expenses are 40% of revenue. This is the largest single expense category, eclipsing even research and development. In industries as diverse as financial services, manufacturing and pharmaceuticals, we see a similar pattern – the expense line for sales and marketing is exceptionally large relative to other investment areas.
The question, from the CEO perspective, is “Does your sales and marketing strategy project 25% growth for the next year?” The answer from most sales and marketing teams is a resounding “We have no idea.”
Despite technology innovations of the past decade, revenue remains a black box. Most executives simply don’t know which sales and marketing strategies actually work on a repeatable basis.
This video shows how RPM early adopters can become the Fords, Toyotas and Wal-Marts of tomorrow – that is, fast movers who use this new marketing method as a competitive advantage…
