To conclude growth levers and set a growth strategy, there are several aspects to consider. Firstly, a lot of valuable information is already known in the organization. As an example, sales representatives are at the front line of meeting customers, and daily gather key insights from existing, lost, and prospective customers. Axholmen’s experience is that, if interviewed effectively, sales representatives can precisely articulate the actual demand for products, add-ons, services, and packaging per market and region. Being close to the business allows them to assess and quantify the revenue potential per existing and prospective customer. In addition, they often have clear ideas of how to capture the value.
Secondly, interviews with existing, lost, and prospective customers can yield additional insights, such as pain points in the sales process, perceived value of the offerings, and emerging needs in the market.
Combining the specific input from sales representatives with the unfiltered insights from customer interviews, the strategy can be formulated. These tend to be the most valuable sources but can also be complemented and triangulated with additional sources, such as data on current performance, other internal data, market research, and niche industry expert interviews. Once the strategy is formulated, the growth levers can be concluded and used by the Sales organization.
In order for the strategy to be executable, it needs to be further concretized, the growth potential has to be expressed in additional revenues, and the strategy must be followed up to assess whether it was successfully executed or not.