Many companies have the core marketing and sales elements to take their revenue to the next level, but are still missing out on some key opportunities. Join Christopher Ryan, CEO of Fusion Marketing Partners and writer of the recent book "The Expert’s B2B Revenue Growth Playbook," to discover seven steps that you can immediately take to grow your company’s revenue quickly and consistently!

1. 7 Marketing and Sales Strategies to
Grow Your Revenue Fast
Christopher Ryan Emily Murphy
With: Moderated by:
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2. 2
Click on the Questions panel to
interact with the presenters

3. About Christopher Ryan
Christopher Ryan, founder and CEO of Fusion Marketing Partners, is a business value
and revenue growth specialist. He has 25 years of marketing, technology, and senior
management experience, and is a widely known expert in business-to-business
marketing, lead-to-revenue modeling, sales strategy, and business startups. He is a
frequent speaker and author of six books on B2B marketing and business growth,
including the recently published, Expert’s B2B Revenue Growth Playbook.
About Emily Murphy
Emily earned a Bachelor of Arts from the University of California, Santa Cruz, for her major in Film and
Digital Media and minor in Literature. With experience in writing, publication, and teaching, she
continued her work after college as a research writer and an online blog contributor. She has now joined
the Aggregage team and is the Editor for several sites in our network, including B2B Marketing Zone
and Supply Chain Brief.

4. 4My Objective is To:
• Get you thinking about revenue growth
• Provide you with actionable strategic and
tactical information
• Share success examples
• Upgrade your value as a CEO, business owner
or marketing/sales professional

5. 5
Who’s in the audience? Are you in…
•Sales
•Marketing
•Both
•Neither
Poll #1

6. 6Seven Key Revenue Growth Strategies
1. Start with a marketing/sales performance
assessment.
2. Prioritize your marketing and sales efforts.
3. Create one or more new revenue streams.
4. Change your pricing strategy.
5. Launch a nurture program.
6. Create one or more new offers.
7. Upgrade your value.

7. 7
• How did your current marketing and sales strategy evolve?
• Are you doing things out of habit or choice?
• What is your motivation for keeping the status quo?
• Are your processes or technology hindering progress?
• Are there any time bombs at your company?
Do You Have the Right Revenue Model?
1. Assessment

8. 8
1. Channel partners that are underperforming or
leaving you for the competition.
2. Technology that can’t support your growth.
3. Prohibitive S&M costs.
4. Weak product strategy.
5. Team performance issues.
6. Inability to get stuff done.
Possible Time Bombs?
1. Assessment

9. 9
Leakage = Loss of revenue due to “preventable” reasons:
• Failure to capture/count inquiries.
• Rep-generated inquiries handled outside the system.
• Failure to follow-up (FTFU) quickly.
• Ineffective (or no) nurture program.
• Weak conversion rates.
• Overly complex selling/buying process.
Where is the Revenue Leakage?
1. Assessment

10. 101. Assessment
Sales
Executive Suite Finance
Marketing Development and Delivery
Are Relevant Stakeholders in Sync?

11. 111. Assessment
• Accuracy of forecasting methodology
• Month/Quarter/Annual
• Units & $’s
• By sales rep, channel, partner
• Average deal size (target vs. actual)
• Performance as mapped to investment,
marketing effort, company strategy
• Trajectory: are we on the right path?
Ability to Monitor Key Metrics

12. 122. Prioritize Your Efforts
Concept courtesy of Right Away and All at Once, by Greg Brenneman
• Redesigning
anything.
• Slight copy changes.
• New email formats.
• Tweaking offers.
• Cutting expenses.
• More sales training.
Low Value Moderate Value High Value
• More leads.
• Website upgrades.
• Branding updates
and new content.
• Increasing volumes.
• Incentivizing direct
and channel reps.
• New revenue streams.
• Major price changes.
• Re-branding.
• Boost pipeline
coverage
• Big partner deals.
• M&A.

13. 13
Situation: Cloud-based software client had a great product and
excellent staff, but mediocre marketing and sales results. Our
five blue chip items were:
1. Cut the cost per sales opportunity from $950 to $400. Actual = $575
2. Boost company awareness (validated by web traffic) by 70%. Actual =
68%
3. Move from a primary push marketing model (90% of leads) to a
blended model of 60% push and 40% pull. Actual = 35% pull
4. Get the company listed on the Gartner Magic Quadrant. Accomplished
5. Have at least four partners producing revenue. Accomplished
Prioritization Example

14. 143. Create New Revenue Stream(s)
• Expand to new verticals: (using Bowling Pin strategy).
• Add new geographies.
• Productize your service.
• “Service-ize” your product.
• Add an e-commerce component.
• Get serious about channels (VAR, reseller, affiliate).
• Evolve to become a full “Solution Provider”.

15. 15Revenue Stream Example
Recurring Revenue
• Nike is launching a subscription service for kids
called Nike Adventure Club.
• It’s the first time the No. 1 sneaker retailer in
the U.S. has worked on a subscription model.
• Parents can order shoes for their kids ages 2 to
10 on a quarterly, bimonthly or monthly basis,
paying fees of $20, $30 or $50.
• Nike hints there could be more services to
come.

16. 16Revenue Stream Example
Adding Services
• Launched in 2006 as Simple Storage Service.
• Provides on-demand cloud computing
platforms to individuals, companies and
governments.
• Significant product and partnership
announcements every year.
• Run rate revenue of over $30 Billion per year
• Amazon also offers home services, product
installation, etc. (undoubtedly more to come).

17. 174. Change Your Pricing Strategy
• Raise your prices.
• Lower your prices.
• Offer tiered pricing (limited options).
• Consider “all you can eat” pricing.
• Set the price as “free”.
• Create a recurring revenue model.

18. 185. Launch a Nurture Program
• Create separate programs for:
Inquiries who didn’t pass BANT qualification.
People who abandon shopping carts.
Existing customers for re-sell and upsell.
Industry influencers, analysts, press, etc.
• Include some non-sales content (e.g. articles, papers, video)
• Be relentless: conversion may take 1 try or 100 tries!

19. 19Poll #2
Is your Nurture program…
•Strong
•Okay
•Weak
•Non-existent

20. 20
Source: https://www.marketo.com/marketing-and-sales-alignment/
The Role of Nurturing in the New Buying
Funnel

21. 216. Create a Compelling Offer
Let’s start with some fairly weak offers:
• Straight sale with no special inducement.
• Contact me – great for those deep in the buying cycle, but
otherwise not effective.
• Product-centric – better to focus on the solution or pain
points.
• Download brochures or spec sheet.

22. 226. Create a Compelling Offer
• Drives immediate action.
• Reinforces your brand promise.
• Interesting enough to cut through the marketplace clutter.
• make a strong statement
• provoke curiosity
• Attracts the right audience.
• Timed correctly in the sales cycle.
• Easy to take advantage of.
Characteristics of Strong Offers

23. 236. Create a Compelling Offer
Effective Offer Ideas
• Special Pricing
• Introductory Offer
• Multiple Product
• Premium
• Free Information
• Trade-in or Trade-up
• Free Trial
• Added Value (information
offers)
• Time-Based
• Satisfaction Guarantee
• Special Terms
• Live Demo
• Starter Version/MVP
• Loyalty/Referral
• Performance Guarantee
• Special Inducement (e.g. BOGO)

24. 24Strong Offer Example

25. 257. Upgrade Your Value
If you demonstrate greater value to your
prospect/customers, you get:
•Bigger deal sizes
•Faster sales cycles
•Easier account expansion
•A competitive fortress
•More referral opportunities

26. 26
Trusted Adviser
Consultant
Preferred Vendor
Vendor
STRATEGIC
TACTICAL
C-level relationships; sought out for vision and
advice prior to formation of project teams.
Called upon by senior/mid-level operating
management to evaluate & advise.
Have a champion; collaborate on RFP
prep; less price sensitive.
Recognized as a commodity supplier; no
champion; price sensitive; asked to bid.
Stages of a Customer Relationship

27. 27
How to Move Up the Value Food Chain
• Sell on the basis of “value” not price.
• Focus on serving, not selling.
• Differentiate by coolness, speed, terms, support, etc.
• Bring specialized information to the table.
• Become an expert on your prospects, industry and competitors.
• Continually re-create value post-sale.
• Let your humanity shine via: trust, humor, honesty, curiosity, etc.

28. 28Wrapping Up…
I’ve provided seven strategies that will increase your
revenue, but only if you:
1. Assess your strengths and weaknesses (especially
revenue leakages).
2. Take action – preferably now.
3. Gain the support of your colleagues.
4. Leverage outside experts when needed.

29. 29
e-books, white papers, presentations, etc.
http://FusionMarketingPartners.com
http://Greatb2BMarketing.com (blog)
Two Chris Ryan books available at Amazon
• The Expert’s B2B Revenue Growth Playbook (2018)
Download at:
https://fusionmarketingpartners.com/resources/the-
experts-b2b-revenue-growth-playbook/
• Winning B2B Marketing (2015)
Revenue Growth Resources

30. 30About Fusion Marketing Partners
Christopher Ryan, CEO
cryan@fusionmarketingpartners.com
719-357-6280
We Do This:
Brand building/messaging
Revenue modeling
Website optimization
Content creation
Lead generation
You Get This:
Greater levels of awareness
More qualified leads
Ability to generate faster revenue
http://FusionMarketingPartners.com/

31. 31
Q&A
Founder and CEO, Fusion Marketing Partners
Email: cryan@fusionmarketingpartners.com
Linkedin page: in/chrisryanfusionmarketing
Twitter ID: @CRyanFusionMkt
Website: fusionmarketingpartners.com
Site Editor, B2B Marketing Zone
Linkedin page: in/Emily-millard-murphy
Twitter ID: @b2bmarketingz
Website: b2bmarketingzone.com
Christopher Ryan
With:
Emily Murphy
Moderated by:
www.b2bmarketingzone.com/webinar-series/trends-in-b2b-marketing