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5 Key Steps for Every Startup Roadmap to Revenue


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Entrepreneurs always work hard to create an innovative product or service, but often count on standard seller marketing for sales. But the reality is that sellers are no longer in charge of the customer buying process. Reports suggest that 90 percent of today’s shoppers skip marketing pitches to research online before they buy, while over 50 percent check user reviews before making a decision.

The Internet and smartphones have changed everything. Kristin Zhivago, in her book “Roadmap to Revenue,” makes the point that the selling system is broken, since sellers no longer sell the way customers are buying. Here is my summary of her roadmap which I believe can get you back on the right track with a “customer-centric” approach rather than a “company-centric” approach:

  1. Find out what customers want and how they want to buy it. The best way to do this is with real customer interviews. Customers will tell you things when being interviewed that they will never tell you while you are selling to them. Zhivago recommends setting up phone interviews by appointment with structured questions and documenting the results.
  2. Debate and adjust your offering to better match what customers want. Distribute an Executive Summary and Recommendations report, as well as transcripts of your interviews, to all the key players in your company. Schedule and run the necessary sessions to update strategic product offerings, processes, and marketing programs.
  3. Align your business model to how your customers want to buy. Don’t start from how you want to sell. Start with a new understanding of what the real customers need, their search process in finding you (referral, website, social media) and most desired payment model such as one-time payment versus subscription or lease versus purchase.
  4. Integrate the customer buying process into your support operation. Decide which parts can be automated, people resources required and customer service points of contact. All of these processes should be documented, and should explicitly include the customer buying process and perceptions as the base. Their perception is your reality.
  5. Build and deploy a revenue growth action plan. This is your rollout of the new product offerings, business model updates and process changes to map the new understanding of the customer buying process. Include planned measurements and metrics. Start where the customer wants you to be and work backwards.

As you start making the shift to customer-centric, if your team doesn’t “get it,” then you haven’t communicated effectively. Communicating change is always hard, so pay careful attention to the central message, repetition opportunities and “walking the talk.” People are quick to make things up to fill a vacuum, and rumors or myths die-hard.

Make sure your own motivation is strong, and don’t let anyone view these efforts as a one-time push. It has to be managed and sold internally as a culture change, requiring everyone’s help. Experience has shown that the best way to change a process is to set up the new way of doing things, and then flip the switch (flip method), rather than making incremental changes (drip method).

Every business needs to take advantage of the new tools and technologies that can assist you in making this shift in strategy and measuring effective. These range from basic search engine optimization (SEO) tracking, like Google Analytics, to a new generation of marketing platforms, like HubSpot.

There are multiple benefits to both you and your customer. The customers will get what they want, when they want it, while you will see more revenue, greater brand loyalty, real relationships and a competitive edge. That sounds to me like the recipe for business success that every investor is looking for.

Reprinted by permission.

Image credit: CC by LendingMemo

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About the author: Martin Zwilling

Martin is the CEO & Founder of Startup Professionals, Inc., a consultancy focused on assisting entrepreneurs with mentoring, business strategy and planning, and networking.

Martin for years has provided entrepreneurs with first-hand advice, mentoring and business plan assistance as a startup consultant. He has a unique combination of business and high-tech experience, and executive mentoring and connecting startups with potential investors, board members, and service providers.

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