B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 2 years 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 your culture, to competence. Has Few people the excellence are your emplease, happy, happy, and please is happy. Customers. You were listening to bb revenue acceleration, a podcast dedicated helping software executive stay on the cutting edge of sales and marketing in their industry. Let's give into the show. Hi, welcome to be, to be revenue acceleration. My name is onion. With you and I'm yet today with Lis Best, or Roy, manager global compaigns at product. How are you today? These best? Thank you. I I'm marry goods. Today, actually, I'm in a new role, changing from clobal campaigns to focus on Beneluxer or accusiation, with response for areas as go to markets and customer engagements. You. Yeah, very nice challenge for the new actually, so I think. I think your new role actually makes sense. This best, because today we're about to talk about the wheel of value and what ingredients are needed to realize growth. But before we get into that conversation is best. You would be good, ificunt hope, actually introduce yourself a little bit more, but also explain what's entitled in the new role that you're just about to take them at product? Yes, so, I'm working for an IT company coverage in Europe and we help our customers with our it rope net and we actually delivered this agility with cloud, out and data center services. And along my own journey, I actually have been developing myself from execution to more strategic level, and in that journey I discovered that are as actually more needed than only targets, processes and well performing departments to realize growth. And actually they're okay. My whole idea around creating the will of value. Okay. And what about product as an organization? What was the rule of product as an organization? So,...

...as a business, we help our customers with their it road map and we want to deliver business agility because at the end it should help the business in their goals and road and we do that with cloud and data center services. In a nutshell, okay, that makes perfects and so so this is bes. When we talk about growth, there is a number of element that needs to be aligned and in motion to drive the business growth. From we'll perspective. What are these elements? Yes, so. Well, first of all, I did discover that we need much more than only setting the targets and the right processes and having her well performing partments, having those in place. So die really the deeper or analyzing how the business should look. I can also what we implement in the strategy. I actually discovered that people major role in actually in growth. And when I talk about people in my strategy it's of course customers and empoyees, but if we take it brother we also talk about other partnerships, ECO partners, of endors, investors. So people is broader than only employees and customer experience. But but in this model I focus on employees and customer experience. And not to forget the third one, and that is revenue engine. Okay, that makes perfect sense. So can you, can you tell us a little bit more about what is the revenue engine, because I think you know employees and customers. That makes perfect sense. Everybody knows what it is. But what is your definition of revenue engine? Yes, so, if you look at refue 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, the processes in place, but there are so much more to it. An example, so in terms of buying and retention what's to customers buy from us. Also, in terms...

...of ups all cross cell. How high is the retention? What can we get more out of it? If we build proper customer life cite Framework Works Umble, that could influence a retention higher, up to five percent high or five times higher. Sorry, then if you don't put effort into that customer life cycle managements. So that is one. Except at one example that and I have actually I have five sub ingredients connected to the refue engine to to address the needs actually to contribute to growth. That around that if you like. Yeah, that absolutely, it would be great. Yes. So the second one is commercial alignments. If the commercial teams were working silo, so they are aligned but still inside those their own targets, their own way of working, you will never be that successful than when you're one team or a team with shared goals and targets. Yeah, and the third one is to go to market approach. So actually, how do we bring your offerings to the market? And it's not only how, but also is the market waiting for your product or service? So how are you going to do that? Mapping, and that shouldn't be based on assumptions but based on proper market insights. So that is an important one. I already mentioned the aligned measurements, so that is really a critical one as well. And some, some thing that's sometimes forget is marked innovation and market innovation. Yet of Facion. Yes, so most of the Times they look at you know, what are we doing in terms of innovation for our customers? But at the same time,...

...what are you doing internally to Inno face, also in terms of drink your own champagne or eat your own dog foods for doing your own champagne. But yeah, exactly. So this, yeah, this digital transformation, but also innovation in general, should be high on the agenda and part of not only a three year strategy plan but also, after the of the yearly planning of low countries to keep that on the agenda or keep read on the agenda and create plans around it and also see that not from a cost perspective but from an investments perspective. So yeah, so this revenue engine covers five elements. Yeah, of course you can connect it to the empery part as well, because it is strongly connected to your culture. Two, competence. Has Few people the excellence. Are Your employees happy? Happy empoyees is happy customers. That's what I say and I that's where I believe in. So that is well, actually, we already had two third of the pie covering growth, or is a very high level a point of view. But yeah, so that makes sense. So, you know, we always have, we always tend to hear or see some sort of graphics or infographic on linked Tienos or social media about is much more difficult to acquire our client and much more constly to an organization to acquire a client then it is to keep one. What are your spots on that? Yes, so, if you're in terms of acquire new logos, new customers, it's very important that you targets the right ones. Shooting in the wealth. Well, you know, you spend a lot of money and resources and the result will be poor, at least worse than when you are really targets or focusing on the right targets. So, based on this market knowledge and what you have to offer and how we also difficiate in the market, it's very important that you create your ideal customer profile...

...and setting that up starting that way. So really going through this checklist. How how high are they scoring on that, and are are we going after that customer to add that noelling to them. That makes a big difference in that approach and also not only from handing it out from marketing to sales, but really working closely together that down the demon to waterfall, working together to actually not pushing but nurture elite or contact through that funnel and take them in the journey and at the end, hopefully closing the deal. so that is the acquiring part. If you talk about me taking I strongly believe in relationship. How do you turn a customer into a fan or it's a cut? That is very critical here, and that is not something that happens overnight. It's as what do you think the company should put that investment? But when do you think is the most expensive or maybe the most complicated, is it? It is acquiring a few customers with making sure to keep them. alls you've got the wheels of gross kind of going, because you can, of added adapt in time of proven us is here, so must I guess I'm picturing in my head right now some sort of shoo graphic or you see like a staircase proven new growth, because you keep customers and and as you keep them, you add new customers every months, every quilter, and you see your ron new growing. So I guess my question was more on the from your perspective and your experience in working with your clients, where do you think? I would you spread the focus? So if you've got hundred percent of a cell steam or the person of the human capital of a company, on the positive, the employee in cells or in customer attention, no matter what they're doing, but a client facing tape of roll, would you put certain post of your I thought, to a quay acquisition and seventy percent of your...

...effort in retention. Would you do at fifty? Is it something that you would adapt based on the life cycle of the organization the market, and you may Stut with actually sixty percent acquisition, forty percent retention and then they've been at evil for what time? Is Smoking of the you know, we are speaking about the wins of value and bears and kind of thinking something that is progressing over time as well. Want you to get your soul surrounds. Yes, so I think it's depends a little bit the company and their portfolio. So let's say you have a broad portfolio like product for example. It's very important to to to analyze which part of the portfolio you're selling to your customers. So if you know that, for example, your they only take ten percent, but they are willing to base on survey and there's an opportunity for thirty percent, so then I would say wilfully, folks, for seventy percent or eighty percent your current customers. But then I'm talking about UPSL CROSSOL perspective. And then, of course you always want to Brun in some some new customers, new logos, because it can happen. That doesn't matter whatever you put into it, that you know a coustomers going to leave. So you can't ignore it. But there you can go, at least for a year, for the full focus that you get yet most out of it in terms of across so but at the end on for the long term, it's not only about that. It is how do you become actually trusted as fire sir? How are you going to build up that relationship that's you know whatever they want to buy or what they have on the road, that you are a spokesperson to them, and that is more important. Well, it's important as well because you really have to start working on the long term relationship with your customers, because if you do and they turn into evocut they will actually sell...

...the portfolio for you. Yeah, and I think there's a big win and I think a lot of companies don't focus enough on this customer life cycle parts. That makes sense. So coming back to the spernament that you mentioned early on, so the employed revenue engine and the customer experience say that they will play an equal part of would you say that there is one particular one particular element of that will that is most more important often than another? Yeah, that was a good question because I have when I I related it together with the colleague I was I didn't think in that way about it. Is more about the things that they made rule in, but the question was very felt because when I was thinking about it, it's at the end it's employees, because if you look at employees, they are the one who you know, if they have the right competences and if they are happy, emplas and so on, they are able to build up the right revenue engine and together with the right culture within the empery part of high building off the right processes, align, school, Setix and so on, you can really work towards the perfect customer experience. So if I have to choose one, it will be emplease. Okay. And I think employees are, you know, your most fellow do asset as well. It's yeah, I agree with you, Great Your Company. Yeah, so employees are if you look at the companies. No, it's more like a kind of well and as it and negative words. You know, the job needs to get done, instead of really seeing the value of which can get out of it if you have answer a high potential ones, having a very good eye on what modern leadership means instead of traditional management. So these things are, you know, dependencies, of course,...

...but yeah, I absolutely go for and Preee, absolutely agree with you. And Miss a big thing for US employee on Blue, your retention, on Blue Development, you know, great people from within, offering people opportunities to grow internally within the business so you can give them back the loyalty that they've been giving you in the first place by doing a good job in the current fall. So all the all the things around promotion, helping people to grow their carrier grow there. That experience is a big thing for so we would definitely agree with you that employees really important and being a company that has been investing a lot in its employees and developing on plays actually in our business. If you think about it, absolutely hundred percent of the people that have been that have been promoted are are in position of management, apart from a finance function, which is very specialist, and obviously we need to have people who are we could qualification on that side. are coming from the bottom. They're coming from working in the team and making all their way up to where they are right now. And while I think it's relatively painful because you need to you need to sometimes give someone's three amounds six months to adapt to a new role because they've never done it before and maybe it would be easier to to recruit someone from the outside that's got an NBA or PhD on that specific topic or, yeah, experience and come up with new ideas. I think what you get is really a loyalty and in the long term, it's culture. It's about developing a culture of the company exactly exactly we really pride ourselves that actually not only is great for the customers, because we've got customers that go for one year, two years doing some other stuff and then they come back and it's well. You still have the same team in place. I'm still speaking to the same people. This is wonderful, but also is great when we are trying to attract new talents. So when we will get exactly to an interview, the people were sitting on the other side of the table, people that were in their shoes maybe one year to your three years ago,...

...and they can speak about the experience. They are like example of the success of the company and I think that that's that's so important. And people sometimes, and I think is also employee, sometimes, some pray, don't tend to look at the progression internally and they believe that maybe doing one year here another you're there, and moving ship every eighteen months is a good thing for that carrier when you could be. But I think the way I, at least the way I tend to recruit, is always look at our own people have been staying in the company that I've they've been promotes it have they've been showing loyalty, and that loyalty is important because if they are loyal to you, they will be loyal to the currents and exactly it's growth. So my next question is more about the fact that have a bit of a number of free can forbody to business. I like to merge our stuff and I like to like to under some what success mean and you know, take the white board over and then put some kpis in place and all that. So you probably already feel one going. But in regards to measuring growth, there is some obvious apis that you know where then you gross profit growth and all that. But from your perspective, what other KPI is that needs to be measured to wander somewhat success look like from Cross perspective? Yes, so I can mention a few. So actually, in the Indus Model I connect also in the sub ingredients I connect at Matrix to it, because if you can measure anything, you know it's becomes a kind of Nice to have. So absolutely right. How important metrics are in this? And I think that I won't say the most simple one, but you're not promote score grand PS. That is a very important one. I would say. If you talk about growth, what is your share a share wallet? How big is your retention? If you look at the customer side, or retention is of course also customer sites, but also how many customers turn in the end into advocates. And how does the High Potential Employe score looks like? And Yeah, and...

...of course, very simple one. Are you hitting the refue targets? But that can be challenged as well. But also one among empryees. Do we have a five star ranking of the press best place to work, and what I effort are you putting into that to be to get that five star ranking? Of course, that next perfect sense. Just a few ones and talk about that. I can talk hours about this and also how to measure it. But but I think these are very well simple things to measure. But also when seller becomes a customer, having the right surface in place and actually act upon those surface surface. So they oh, we get a self and out. That's fine, but what actions are actions? Are you going to connect or are you going to change your strategy to become a nine set of a set? These are very simple things to do, but the risk is that everyone goes over in their their daily responsibilities and forget about bigger whole and more strategic keeping the strategic point view in your minds and, you know, kind of having that as a feedback look loop all the time. Okay, this is how we create a strategy, how does it look like? How is evolving? We have to change things here in our approach. You know, that is something that needs to stay alive from my perspective, otherwise it becomes a kind of bad documents. That is a big risk. Yeah, okay, we'll thank you very much for insighted. That's a big really enjoy the conversation to then some interesting sorts that that you brought to the table. So if anyone wants to carry on the conversational or get in touch with you or engage with pride, what would be the best way to engage with really best? I think probably Linkedin'. I don't know if that is possible to share that and I would be very happy to connect with people to that they...

...share their huts or the challenges, because I really like to talk about this topic and also from a peer to peer perspective, helping your colleagues in a fields with their challenges. That's something I really like. Okay, perfect, what we we so? So what we will do? We will show the podcast anyone on Linkedin page. So I'm sure people will be able to find you and and add you to to get started from there. So once again, I wanted to thank you for your time. His bethy was great to a younger show today. No, thanks for having me. It was pushing. operatics has redefined the meaning of revenue generation for technology companies worldwide. While the traditional concepts of building and managing inside sales teams inhouse has existed for many years, companies are struggling with a lack of focus, agility and scale required in today's fast and complex world of enterprise technology sales. See How operatics can help your company accelerate pipeline at operatics dotnet. You've been listening to BEDB revenue acceleration. To ensure that you never miss an episode, subscribe to the show in your favorite podcast player. Thank you so much for listening. Until next time.

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