Читать книгу Growing the Top Line - Cliff Farrah - Страница 24

New customers buying existing products and services has a variety of causes typically associated with its selection, including the failure of a competitor’s product (supply chain or product dissatisfaction) or strategies of bundling with newer more disruptive products to allow access. Often times it follows an increase in sales focus on a new customer community or geography.

Oliver Richards has been a part of Beacon’s story for the past decade. Senior Vice President and leader of our Healthcare and Lifesciences practice, Oliver is also my chief growth officer and is fundamental in driving the success of our firm. A University of Chicago undergrad in chemistry followed up by a PhD in cellular and molecular biology and an MBA from Wisconsin, Oliver is not only brilliant, he’s also a great husband and father, and takes care of all teammates and clients in his orbit. We talked a bit about the four quadrants of the Revenue Matrix.

I think by nature what we do is look at the new and the unknown quite a bit. And so I think we spend probably a disproportionate amount of time on new products and new customers. Probably in the existing customer, new product, new customer, existing product. We focus there versus where our clients spend the bulk of their time, in the existing customer, existing product bucket.

He’s right; we do tend to work on the emerging end of things at Beacon, and Oliver helps his clients drive significant growth in these vectors. As consultants, we love two‐by‐two matrices. They are easy to write, easy to understand, and if they work, they are generally powerful; if they don’t, you toss them out! Like all frameworks, they give structure to challenges and problems, which is one of the goals of this book. However, we have additional goals beyond structuring the problem. We want our output to be pragmatic, actionable, and exhaustive in the planning process. A two‐by‐two illustration alone doesn’t achieve that.