The Revenue Journal

In 1978 a young graduate student from the University of Pennsylvania named David Reznick, packed his bags and set off to the Caribbean Island of Trinidad. His mission? To examine Charles Darwin’s concept of the struggle for existence – specifically, how predator-prey interactions impact the evolution of new species. Armed with a topographical map traced onto a sheet of notepaper, Reznick collected 1 600 guppies, the prolific fish species whose females can produce dozens of babies every three to four weeks. Reznick was interested to see if the addition or removal of predators could affect genetic adaptation in guppies over a short period of time. The premise of the experiment was not considered promising. At that time scientists had studied evolution in controlled laboratory environments, but watching it happen in…

THE 8 TRAPS TO AVOID Chairman of RevenuePartners, Andrew Honey, unpacks how to achieve this with fast-cycle planning that identifies new buyer factors, growth levers and go-to-market channels while simultaneously ensuring operational efficiency. Amancio Ortega is not a name that is widely recognised. The name of the empire he built is. Zara is a fashion behemoth, raking in revenues of $24,8 billion in 2021. Its earnings have made Ortega a staple on the Forbes Rich List – and notably, for a brief period in 2015, he overtook Bill Gates as the world’s richest man when his personal net worth peaked at $80 billion. Founded in 1975, in an unremarkable city in Spain – far from the glitzy European fashion capitals of Paris and Milan – Zara pioneered what is known…

Over the past two years, arguably the toughest operating conditions in our lifetimes thus far, we have assisted a number of our customers with Revenue Growth Strategies delivered through fast-cycle planning and execution schedules to unlock exponential revenue growth opportunities. The strategies were designed using a specifically sequenced methodology with unique planning frameworks which guided in-depth decision-making and strategic choice selection. This was enhanced by our cross-section of sector and revenue growth insights. The outcome was clear projects and execution roadmaps for competitive advantage over the upcoming 12-months. These results are testament to the work we do in our Revenue Growth Programmes. This is fast-cycle planning in action. BPW AXLES Acquiringnewmarketsnew customers and enhancing Sales Force efficiency Establishedimprovedcustomer-centricthinkingand identified a product focus revenue growth lever Afocusonthisnew product…

For too long the business world has been obsessed with the notion of building a sustainable competitive advantage. That idea is at the core of most strategy textbooks; it forms the basis of Warren Buffett’s investment strategy; it’s central to the success of companies on the ‘most admired’ lists. I’m not arguing that it’s a bad idea – obviously, it’s marvelous to compete in a way that others can’t imitate. And even today there are companies that create a strong position and defend it for extended periods of time – companies such as Google, Amazon, IKEA, and Unilever. But it’s now rare for a company to maintain a truly lasting advantage. Competitors and customers have become too unpredictable, and industries too amorphous. The forces at work here are familiar: the…

1. THE FIRST-MOVER ISSUE This is the belief that being first to market and owning assets, create a sustainable position. In some businesses – like aircraft engines or mining – that’s still true. But in most industries a first-mover advantage doesn’t last. 2. THE SUPERIORITY ISSUE Almost any early-stage technology, process, or product won’t be as effective as something that’s been honed and polished for years. Because of that disparity, many companies don’t see the need to invest in improving their established offerings – until the upstart innovations mature, by which time it’s often too late for the incumbents. 3. THE QUALITY ISSUE Many businesses in exploit mode stick with a level of quality higher than customers are prepared to pay for. When a cheaper, simpler offer is good enough,…

1 THINK ABOUT ARENAS, NOT INDUSTRIES One of the more cherished ideas in traditional management is that by looking at data about other companies like yours, you can uncover the right strategy for your organisation. Indeed, one of the most influential strategy frameworks – Michael Porter’s five forces model – assumes that you are mainly comparing your company to others in a similar industry. In today’s environment, where industry lines are quickly blurring, this can blindside you. I’ve seen untraditional competitors take companies by surprise repeatedly. In the 1980s, for instance, no moneycentre bank even saw the threat posed by Merrill Lynch’s new cash-management accounts, because they weren’t offered by any bank. Millions in deposits flew out the door before the banks realised what was going on. But in recent…