B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 1 year ago

70: The Wheel of Value: What Ingredients are Needed to Realise Growth w/ Liesbeth de Rooij

ABOUT THIS EPISODE

Growth lies at the foundation of every one of our business goals.

Whether we aim to grow our employees, our customers, or our bottom lines, the focus on growth is paramount.

On a recent episode of B2B Revenue Acceleration, we got to hear from Liesbeth de Rooij, Manager Go-to-Markets & Customer Engagement at Proact, which helps customers with their IT roadmap. 

What we talked about:

  • The 3 slices of the Wheel of Value pie
  • Which is more important, employees or customer experience?
  • What to measure when you set KPIs

To hear this interview, and many more like it, you can subscribe to The B2B Revenue Acceleration Podcast on Apple Podcasts, on Spotify, or on our website.

It is strongly connected to yourculture, O competences, fit people, he excellence or Yorm, Plas, happy happyand reuse as happy gustomrs, you're listening to be to B RevenueAcceleration, a podcast, dedicated euping software executives stay on thecutting edge of sales and marketing in their industry. Let's get into the show, hi welcome to be to be revenewacceleration. My name is Ona Mike and am here today with Lispes to RoyManager, global compains at prop. How are you today Lisbes? Thank you. Aa AmVey good ser today, actually, I'm in a new role, changing from clovercampaigns to focus on Benalux oracisation, with responsfor areas asgo to market and customer engagement. Ther you S, yeah, very nice challengefor E nee. Actually, so I think I think your neuro actually make sense lis best,because today we're about to talk about the will of value and what ingregientsare needed to realize growth. But before we get into that conversation,it te Ye woill be good. If you can op actually introduce yourself a littlebit more, but also explain whats intital in the new rule that you'rejust about to take an attract. Yes, so I'm working for an IT company of richin Europe and we help our customers with our at Rogna and we actuallydelivered biss agility with clouds and data center services and along my own journey, I actually havebeen developing myself from execution to a Mor sategic level, and in that journey I discovered that there is actuallymore needed than only targets, processes and well performingdepartments, Til realize growth and actually Dad Cam. My whole idea aroundcreating the will of value okay and what about PRACD as an organization hatWAT's, the ror of process on...

...organization. So as a business, we helpour custors with their it world, man and we want to deliver business aqulitybecause at the end it should help the business in their goals and Wrogod, andwe do that with clouds and data center services in a Nigt Shell, okay, thatmakes perfect sense of so it is best. When we talk about growth. There is a numberof a lemon that needs to be aligned and and emotion to to drive the businessgrowth from your pespective wat or dislements yes, so well. First of all,I did discover that we need much more than only setting the dargets and theright processes and having Tho well Berforin partments, happy nosing paceso di Elieve, the deeper or analyzing how the business should look like andalso what we implement in a strategy. I actually discovered that people a majorrole in actually in Crowth and when I talk about people in my Stralegy, it'sof course customers and empes, but if Yeu take it brother, we also talk aboutother parterships ECA partners oftenders if assers, so people isbrother than only emperes and custom experience. But in this model I focuson empes and custome experience and not to forget the third one, and that isrevenue engine. Okay, that makes perfect sense. So can you can you tellus a little bit more about what you do revenou engine, because I think youknow employees and custoes. That makes perfect sense. Everybody knows where Iis, but what is your definition of revenue engine? Yes, so if you look atrefue engine, you need to have several things in place and, of course you know,we all think immediately about setting the targets and, having you know theprocesshe in place, but they are so much more to it an example. So, interms of buying and retention, what to...

...customers buy from us, Ose in terms ofupsocross sell. Al High is retention. What can we get more out of it if webuild proper custoer lifeside framework, for example, that could influence aretention high up to five percent high or five times higher sorry than if Yeudon't put effort into that pusral life cycle managements, so that is one examct o one exom ot that and I have actually. I have five singredientsconnected to the refue engine to address the needs actually tocontribute to growth, the FAO, that, if you like yeah absolutely they will begreat yes, so the second one is commercial alinments. If the commercialteams were working sidealso, they are a line, but still esilose their owntargets, their own way of working. You will never be that successful whet thanwhen Youre Oneta or a team with sharet goals and targets. Yeah nthe. Third oneis to go to market approach. So actually, how do we bring yourofferings to the market and it's not only how, but also is the marketwaiting for your product or service. So how are you going to do that mappingand that shouldn't be based on assumptions but based on proper marketinsights, so that is eimportant long? I Don' ready mention the alliancemeasurements, so that is really a critical one as well, and some something, that's sometimes forget is marked in ofation and market innovation,Ye nofation. Yes, so most of the Times they look at you know what are we doingin terms of innovation or our customers,...

...but at the same time, what are youdoing internally to ineface, also in terms of drink, your ownchampain or eatyour own dock, foodso? Doing your ochampaign butyeah exactly so this yeahthis digital transformation, but also infaciou in general, should be high onthe agenda and part of not only a three year straty plan, but also after theeltyear penning of Tho countries to keep that on the Agen Hour, keep readon the agenda and create plans around it and also see that not from a costperspective, but from an intestment's perspective, so yeah. So this revenueengine cofers five elements Yeph. Of course you can connect it to the npepart as well, because it is strongly connected to your culture, competences,ki people, the excellence or Yorem. plase. Happy, happy and Beise is happyGustmers, that's what I sayand that's where I believe in so that is well.Actually, we already have two thirds of the Pie, coffering growth or it's avery high level point of few yeah. So so that makes sense. So you know wealways have we away tend to he or see some sort ofgraphics or intographic on Linktianos O social media about it is much moredifficult to acquire our client and and much more costly to an organization toacquire client, and it is to keep one what I Yalsoo on that. Yes, so ifyou're in terms of acquire new levels, new customers, it's very important thatyou tarkan the right ones, Putin in Te. Well, will you know you spend a lot ofmoney and resources and the result will be poor at least worse, then, when youare really targeteds, focusing on the right targets so best on this markknowledge and what you have to offer and how you also depreciate in themarket. It's very important that you...

...create your ideal customer profile andsetting that up darectting that way so really going tothe checklist. How how high are they scoring on that and ae? Are we goingafter that custer to add that Owin to them? That makes a big difference inthat approach and also not only from hending it outfrom marke into sills, but really working closely together, that ha downthe the month, waterfull working together to actually not pushing but aneutur elite, or a contact through that funnow and take them in the journey andat the end, hopefully closing the deal. so that is the acquiring part. If youtalk about rectating, I strongly believe in relationship. How do youturn a customer into a FN or adtocates that is very critical here and that itsnot something that happens overnight? It ecomting? What do you think thecompany should put the investment, but what do you think is the most expensiveor maybe the most complicated? Is it? It is the quiring of you custoels, withmaking sure that you keep them. Oreso you've got the weels of gross kind ofgoing because you can Hof added ADEP in term of further new, so you see somost.I guess I'm picturing in my ead right now, some sort of sographic what yousee like a staircave proven you grows because you keep customers and and asyou kip them, you add you customals every months eveeryquat and you seeyour Rovenu growing. So I guess my question was more on the from YeurpAspectivand, your expirenson working with your clients. Where do you thinkhow would you spread the focus? So if you've got hundred posen of e selfsteam hundred posen of the Human Capitolofa company hundred positof, theemplay insel in customer attention, no matter whet, they are doing but aclient facing pype of roll. Would you put certain a sort of Youri tought intoa Quazi acquisition and seventy percent...

...of your iffortun retention? Would youdo a fiffifty? Is it something that you would adapt days on the lifecycle ofthe organization, the market and you may start with? Actually sixty percentacquisition, forty percent freettention and then Sometinga teg time is moing ofthe W, as we are speaking about the wils of value and Baes and kind oftinking, something that hes progressing over time? That's why I wantyou to getyour soul surrounds yes, so I think it' depends a little bit the company andtheir Portfoio. So let's say you have a brought porticoi o like product, forexample, it's very important to analyze, which part of the Portofoio Youreselling to your customers. So if you know that, for example, Youre they onlytake ten percent, but they are willing to base on surfey and there's anopportunity for thirty percent. So then I would say e wiltfully folks forseventy percent or eighty percent, your current customers, but them I'm talkingabout the UPCEL FROSO perspective and then, of course, you always want torelen some some new customers, new logos, because it can happen thatdoesn't matter what effort you put into it, that you know e custeris going tolive, so you can't ignore it. But ther you can go at least for a year for thefull foes that you get yeah most outofit in terms of sacross sell, butat the end n for the long term. It's not only about that! It is how do youbecome actually trusted as iser? How are you going to build aptthatrelationship? That's you know whatever they want to buy or what they have onthe rote, that you are a spokesperson to them, and that is more imporwile asimportant as well, because you really have to start working on the long termrelationship with your customers,...

...because if you do and they turn intoafficat, they will actually sell Eportfoio for you, yeap and, I think,there's a big win and I think a lot of companies don't focus enough on thiscussomer life side, arts that makes sense so s. So coming backto thes preneament that you mentioned earlyon Soit, the employee, the revenueengine and the customer experience, you say that they will play an equal parter.Would you say that there is one particular one particular Ilement ofthat? Will that is most Morinor Portan an another yeah? That was a goodquestion, because I, when I werk related it toget away the colleague Iwas. I didn't think in that way. This is more about the things they made youroll in, but the question was very fellid because when I was thinkingabout it, it's at the end, it's anplise, because if you look at employees theyare the one who you know if they have the right competences and if they arehappy and plice and so on, they are able to build up the right refnueengine and together with the right culture within the entry part of highbuilding of the right processes, Alliinc, school, setics and so on. Youcan really work towards the perfect customer experience. So if I have tochoose one, it will be in please Oka and I think mpes are you know your mostvaluable Esid as well: Iti Grosyour, breaty company yeah, so MPs are h. Ifyou look at companies, no, it's more like a kind of well anessed andnegative words. You know the jug need to get done. Instead of really seeingthe fool of whic Y. U can get out of it if you have ih Oto, highpotential ones,Asin a very good eye. What modern leadership means instead of traditionalmanagement. So these things are, you...

...know dependencies, of course, but yeahI absolutely go for, and please absolutely. I agree with you and it's abig thing for a employee, onblowo retention, employee development. Youknow graing people from within offering people porsanliis t grow in tallywithin the business, so you can give them back the rualty that they've beengiving you in the first place by doing a good job in that current. For so allthe allthe things Awrong promotionelting people to grow theicarrier groter. That experience is a big thing for s o Wuld. I woulddefinitely agree with you that empro is really important and being a competehas been investing, Ology, its employees and developing on prison.Actually, I or Business Yif you think about it. Absolutely Onthe persont ofthe people that have been that have been promotd OA in position ofmanagement, atout, fom, long io function, which is very specialist andand obviously we need to have people whoare wit, put qualification on thatside, a coming from the votum they're coming from working in the team andmaking all their way up to where they are right now and while I think it'srelatively painful because you need to you- need to sometimes give someonesremound six months to Adup to a new roll because they've never den itbefore, and maybe it would be easieou to to work with someone from theoutside. That's got an NBA or PGD on that specific topic or Hehas experienceand come up with new ideas. I think what you get is really a loalty and inthe long term, its culture. It's about developing a culture of the company.Exactly exactly. We really prayed ourselves that actually not only isgreat for the customers, because we've got customers that go or one yoar toyears, doing some ofther stuff, and then they come back and is wo. Youstill have the Seventam in place, I'm still speaking this and people. This iswonderful, but also is great when we are trained to attract your talents. Sowhen we exacty gon interview, the people were sitting on the otherside ofthe table, people that were in their...

...shoes, maybe one year to your threeyears ago, and and they can speak about the experience they are lying. ThExample of the success of the company- and I think that that's that's soimportant and people sometimes- and I think, I's also employe, sometimes inmpray, don't tend to look at the progression internally and they believethat maybe doing one year year, an o a you're there and moving ship everyeighteen months is a good thing for that career when it couldn't be, but Ithink the way I at least the way I ten tore critis. I always look at our own.People have been staying in the company, Theav they've been promot, it have theybeen showing royalty and tat. Your is important because, if they're Ryal toyou, they will beloal to the currents and insant. You know it's Groth. So mynext question is more about the fact that have a bit of a number of Freakan business. I like to merge ou stuff- andI like to I like to Gon Doson what success mean and you know, take thewhite boad over and then put some Kpas in place and all that, so you probablyalready feel one going but regards to measuring growth. There is some obviousCape Aso, like you know, rhether you grows profhet growts and all that. Butfrom your perspective, what Ar the KPA is that needs to be mersure to Wanersome. What success look like from Cross pespective? Yes, so I can mention a fewso actually in the INDIS movel I connect also in the SUF intredients. Iconnected Netrix to it, because if you commnishor anything you know it'sbecomes a kind of Nice to have so supy write how wit portant metrics are inthis, and I think I won't say the most simple one, butyour not promote core your in PS. That is a very important one. I would say ifyou talk about growth, what is your share? A your wallet? How big is yourretention if you look at the customer side, alwetatious of course also costsites, but also how many customers turn in the end into advocates...

...and how does the high potentialenpyscore looks like and yeah and, of course, very simple one: Are youhitting recoyue targets, but that can be challenged as well, but also among mpes? Do we have a five starwracking of the PLAC at this place to Wordr and what I FFORD are ifpusinginto that to be to get that Ivestar ranking? Of course, that makes perfectsense, just a few wonts an talk about at I ca, talk hours about this and alsohow to measure it but ut. But I think these were very well simple things tomeasure, but also when Selam becomes a customer having the right surface inplace and actually act upon those surface surface O. Oh, we get a sefenou, that's fine, but what action are actons? Are you going to connect, orare you going to change your strategy to become annoying instead of a Sep?These are very simple things to do, but the risk is that everyone goes out inther their daily responsibilities and forget about the bigker whole and morestategic, keeping the strategic point few in your minds, and you know kind ofhaving that as a feetback look loop all the time. Okay, this is how we createthe strategy. How does it look like? How is it befolting? We have to changethings here in our approach. You know that is something that needs to stayalive from my perspective. Otherwise it becomes a kind of that documents thatis a big risk: Yeah Yea, okay, whet Thak, Youmu, fo Insiti, there's a reallone, the conversation to dance some interesting solts that that Sou broughtto the table. So so, if anyone wants to carry on the conversationol or get intouch with you o Inagy, we pit what would be the best way to get RiYoulibest, I think probably linked Im D. I don't know if that is possible, toshare that and yewould be very happy to...

...connect with people to that they share their hats or thechallenges, because I really like to talk about this topic and also from perto pier perspective, helping your colleagues in te fields with theirchallenges. That's something I reay like okay, pefet Wat, if we so so, whatw will do will shoute the podcast aneweln, our linking page, Som sorpeople will be able to find you and add you to get started from there. So onceagain, I want e to scecifor your time in his bat. He was great to a on theshow today. No thanks for having me, it must pleash me. UPERADICS has redefined the meaning ofrevenue generation for technology companies worldwide, while thetraditional concepts of building and managing insize sales teams in househas existed for many years. Companies are struggling with the lack of focus,agility and scale required in today's fast and complex world of enterprisetechnology sales. CEO operatics can help your company accelerate pipelineat Operatics, dot net you've been listening to B, to b revenueacceleration to ensure that you never miss an episode subscribe to the showin your favorite podcast player. Thank you so much for listening until nexttime.

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