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The Reality Check: Why Building New Revenue Fast Isn't a Quick Path


Hey everyone, I wanted to share my perspective on why building new revenue quickly isn't always a feasible or realistic goal. In today's fast-paced business world, we often hear about companies achieving remarkable success seemingly overnight. However, it's essential to take a step back and acknowledge that these stories are the exception, not the norm.





First and foremost, building new revenue requires careful planning, strategic implementation, and a solid foundation. It's not just about coming up with a brilliant idea; it's about executing it effectively. Rushing the process can lead to overlooking crucial aspects that could make or break the success of a new revenue stream.


One of the primary factors that hinder a quick path to building new revenue is the need for market research and analysis. Understanding the target audience, their needs, preferences, and the competitive landscape is crucial. This valuable information helps businesses tailor their offerings and develop effective marketing strategies. Skipping or rushing this step can result in misguided investments and missed opportunities.


Moreover, building new revenue often involves establishing relationships and partnerships. Collaborations take time to cultivate, and trust needs to be built between parties involved. Rushing into partnerships without thorough evaluation can lead to unfavorable outcomes and even damage a company's reputation.


Another important aspect to consider is scalability. Building sustainable revenue streams requires scalability, which means the ability to handle increased demand and growth over time. Rushed solutions may not account for scalability, resulting in operational inefficiencies and missed opportunities to capitalize on potential growth.


Additionally, building new revenue often involves navigating regulatory frameworks, compliance requirements, and legal considerations. Taking shortcuts in these areas can have severe consequences, including legal liabilities and reputational damage. It's crucial to ensure all legal and regulatory aspects are addressed appropriately, which can take time and resources.


Lastly, building new revenue usually requires investment, whether it's in terms of time, money, or both. Quick returns are not always feasible, especially when developing innovative products or entering new markets. Patience and long-term vision are essential qualities for success in building new revenue streams.


While it's tempting to seek rapid results, it's important to understand that building new revenue quickly is often an unrealistic expectation. Instead, focusing on a well-thought-out strategy, thorough research, and patient execution can lead to sustainable growth and long-term success.


Remember, building a strong foundation takes time, effort, and dedication. Embrace the journey, learn from the process, and keep your eyes on the ultimate goal of creating a robust and profitable business.



Six-Month Sales Process for B2B Company Selling BPM Solutions Stage 1: Prospecting and Lead Generation - Identify target industries and companies that can benefit from BPM solutions. - Conduct market research and gather data on potential leads. - Utilize various lead generation strategies, such as cold calling, email campaigns, and networking events, to generate leads. - Qualify leads based on criteria such as budget, need, and decision-making authority. Stage 2: Initial Contact and Discovery - Initiate contact with qualified leads through personalized emails or phone calls. - Introduce the company and its BPM solutions, highlighting the value proposition and benefits. - Schedule an initial discovery call to understand the prospect's specific pain points and challenges. - Gather information about the prospect's existing processes, goals, and objectives. Stage 3: Needs Assessment and Solution Presentation - Conduct a thorough needs assessment to identify the prospect's requirements and pain points in more detail. - Analyze the gathered information and tailor the BPM solution to address the specific needs of the prospect. - Prepare a customized solution presentation, focusing on how the BPM solution can solve their challenges and deliver tangible results. - Present the solution to key stakeholders, emphasizing its features, benefits, and ROI potential. Stage 4: Proposal and Negotiation - Develop a comprehensive proposal outlining the recommended BPM solution, implementation plan, timelines, and pricing. - Present the proposal to the prospect, addressing any questions or concerns they may have. - Negotiate terms and pricing based on the prospect's feedback and budget constraints. - Reach a mutually beneficial agreement by finding common ground and addressing any objections. Stage 5: Decision-Making and Closing - Follow up with the prospect to gauge their decision-making process and timeline. - Address any remaining concerns or objections and provide additional information or resources as needed. - Collaborate with the prospect to finalize contract terms, including legal and procurement requirements. - Obtain the necessary approvals and signatures to close the deal. Stage 6: Onboarding and Relationship Building - Coordinate with the implementation team to ensure a smooth transition from sales to implementation. - Schedule kickoff meetings and onboarding sessions to align expectations and establish a strong working relationship. - Stay in regular contact with the client to address any post-implementation issues or concerns. - Nurture the client relationship through ongoing support, training, and proactive communication. - Seek opportunities for upselling or cross-selling additional BPM solutions or services. Remember, the length and specific details of each stage may vary depending on the complexity of the sales process and the individual needs of prospects. Adapt and tailor this outline to suit your company's unique sales cycle and BPM solution offering.


Stage 1: Prospecting and Lead Generation Week 1: - Sales Ops: Develop target industries and companies list based on market research. - Marketing: Conduct market research to identify target industries and companies. Weeks 2-8: - Sales: Utilize lead generation strategies to generate leads. - Marketing: Implement lead generation campaigns and strategies. Stage 2: Initial Contact and Discovery Weeks 1-2: - Sales Ops: Provide contact information and relevant background on prospects. - Sales: Initiate contact with qualified leads through personalized emails or phone calls. Weeks 3-4: - Sales: Conduct initial discovery calls to understand the prospect's pain points and challenges. Stage 3: Needs Assessment and Solution Presentation Weeks 1-4: - Sales: Conduct thorough needs assessments and gather prospect information. - Marketing: Support sales efforts with data-driven insights and content. Weeks 5-6: - Sales: Analyze gathered information and tailor the BPM solution. - Marketing: Assist in creating compelling solution presentations. Stage 4: Proposal and Negotiation Weeks 1-4: - Sales: Develop comprehensive proposals and present them to prospects. - Sales Ops: Assist in developing proposals and provide necessary contract templates. Weeks 5-8: - Sales: Negotiate terms and pricing based on prospect feedback. - Marketing: Provide competitive analysis and support pricing discussions. Stage 5: Decision-Making and Closing Weeks 1-2: - Sales: Follow up with prospects to gauge decision-making progress. - Marketing: Support sales efforts with customer testimonials and references. Weeks 3-4: - Sales: Collaborate with Sales Ops to finalize contract terms. - Sales Ops: Track decision-making process and coordinate approvals. Stage 6: Onboarding and Relationship Building Ongoing throughout the 6-month process: - Sales: Schedule onboarding meetings and provide ongoing support. - Marketing: Assist in creating onboarding resources and support ongoing customer engagement efforts. Note: The durations and specific activities within each week may vary depending on the complexity of the sales process and the specific needs of the BPM solutions being sold. The breakdown provided here serves as a general guideline.

Best regards,


Matt Slonaker

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