Overcoming barriers to growth when revenue strategy planning for 2013 for B2B software and BPO services.

1. Overcoming Barriers to Revenue Growth in 2013
Tough Questions to Consider Planning for 2013
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How does your brand rank?
Do your sales KPIs outperform the competition?
What new sources of revenue will be developed in 2013?

2. Revenue Strategies for Growth
Barriers to Revenue Growth
While resources constraints do exist (both talent and capital are the two primary reasons managers cite for
slow growth); in 2013 as the market further bifurcates into leaders and laggards the biggest barrier to growth is
a company’s reputation and its availability of a portfolio of solutions to ensure a pipeline of future recurring
revenues from its customers.
Overcoming Resource Constraints
The market will be bifurcated into market leaders and
laggards as capital is limited to the best brands in each History has proven that during difficult economic
sector. In today’s capital constrained market, having a climates, leaders can create significant wealth by
taking full advantage of opportunities at the
revenue model that outperforms competitors and strategics expense of their underperforming counterparts.
is a requirement for software and service companies.
Strategies for Revenue Growth Expansion:
Did you know that? 1. Utilize brand endorsers to improve your
 6 out of 10 businesses will be gone by 2014. brand’s reputation.
 Only 1% will return 10X ROI to employees and
2. Actively participate and increase investment in
founders.
your top 2 communities (create a referral
 Today, buyers buy from brands. Did you know that ecosystem).
brand leaders outperform the competition 3 to 1X.
3. Productize services into branded solutions and
create industry pre-configured solutions.
Barriers to Revenue Growth by the Numbers
Revenue Success KPI Metrics: 4. Use strategic partners and 3rd party agents to
generate new business.
5. Initiate co-marketing programs with strategic
alliance partners.
6. Leverage LinkedIn and other social campaigns
for referrals and lead generation.
7. Be known and recognized as a business
which is a “receptacle” of talent and
capabilities (via agents, alliances,
acquisitions).
While resource constraints limit growth, as
the famous quote says, “Hope is Not a Strategy.”
Knowing precisely where the organization is
headed, and having all employees “rowing in the
same direction” is a key success attribute of
enterprises that create wealth. Defining the
major milestones of the operating plan and
financial forecast for 2013 is critical such that all
employees know the extent of the progress (or
lack thereof) and whether they should “row
harder” or celebrate.
Ephor Group | www.ephorgroup.com | 24 E. Greenway Plaza Suite 440 | Houston, TX 77046

3. Revenue Strategies for Growth
Overcoming Resources Constraints & Barriers to Revenue Growth
#1. Portfolio Solutions Expansion.
 For established market leaders, growth is a factor of expansion (both geographic and solution).
Portfolio Solutions CRM example Portfolio Solutions IT services example
#2. Alternative Distribution Channels.
 Identify and sign strategic channel partners and strategic alliances to validate multiple “routes to
market”.
#3 Portfolio of Revenue Sources (Cost Per Lead $).
Cost of $1.00 of Revenues Varies by Channel: Portfolio of Marketing Lead Sources Reduces
Program Costs:
Ephor Group | www.ephorgroup.com | 24 E. Greenway Plaza Suite 440 | Houston, TX 77046

4. Revenue Strategies for Growth
Why Ephor Group?
Whether you are looking to expand into new markets, roll out a new product/service, or simply seeking to
accelerate sales growth; identifying active revenue opportunities is key to prioritizing your sales resources.
The status quo for many organizations is a siloed approach –
marketing buys contacts, sales buys leads and this results in
duplication of information while wasting precious time, resources
and productivity. But the difference between a weak brand and a
branded sector leader can be seen in the operating performance
of the company.
Outcomes created working with Ephor Group:
 Validated GoToMarket strategy for revenue growht beyond
organic direct sales with account intelligence at its core.
The “New Economy” will no doubt challenge the best of minds and
businesses. Accelerating revenue growth starts with actionable
intelligence about your target market. Our experience had taught us that a “holistic” expansion of revenue
sources creates the most effective outcomes, while creating the foundation for long-term wealth creation. Of
course, expansion is never easy, and does not happen overnight.
With Ephor you get…
Experienced  Deep industry expertise as investors & operators in software and BPO services.
Team  Expertise includes strategic expertise and GoToMarket specialists.
Relationship  Senior partner supported by team of specialists.
Approach  Fully integrated service to our clients.
Strong Advisory  Strong institutional relationships providing both distribution and useful
Capabilities capital.
 Advice based on comprehensive industry and deal experience and knowledge.
Focused  We only work in areas where we have created wealth, and know the industry
Strategy dynamics and players.
 We are highly selective. We select two (2) companies per year.
Integrated  Go-To-Market coordination of programs for revenue growth. | Grow beyond organic.
Services  GoToMarket Research | Identify top opportunities before competitors.
 Expansion Strategies: Portfolio/Global/Distribution. | Multiple “Routes to market.”
 M&A Intelligence Research Services | Know before you go.
 M&A Corporate Development | Acquisition operational integration.
 Useful Capital | Growth capital advise on corporate strategy.
Ephor Group | www.ephorgroup.com | 24 E. Greenway Plaza Suite 440 | Houston, TX 77046

5. Revenue Strategies for Growth
Beating the Odds When You Expand
Did you know that expansion is risky?
 85% of expansion plans fail to achieve ROI within the first years. 2 out of 3 of expansion
plans are abandoned within six months.
Effective managers aren’t cowboys; they are methodical managers of risk. At every turn
prudent managers reduce risk before making any significant investment or action.
 For example, presale new products or to new markets to ensure cash flow profitability.
 Tackle the right risks first such as confirming Demand & Pricing Elasticity before
spending any dollars on marketing or operations.
When risks are removed, value is increased. Not all risks need to be removed, simply the most
uncertain coupled with the most costly. All plans are partly right and partly wrong;
experimentation and intelligence is the pathway to success. The amount risked should be
limited to the cost of the prototype and initial design. Effective management is all about
constantly identifying risks and finding creative ways to mitigate them.
Two paths of expansion:
1. Risky Path:
a. Spending dollars on sales & marketing without beta or trial clients.
b. Hiring sales personnel without validating the market needs with pilot clients.
c. Implementing “on the ground” operational oversight in the form of branch managers
without established clients and partners.
2. Strategic Path:
o Implement cross functional team using existing current resources to validate the
market need, create beta clients and partners.
o Leverage Intelligence from beta or prototype clients and partners for “on the ground”
needs including, but not limited to user feedback on sales, service, distribution. Also,
confirm the size (#,$) of the demand by customer segment and product mix.
o Achieve the 3 R’s: Recurring Revenues, Raving Fans, and Repeatable Routines
before formally expanding with “feet on the street” in new markets.
Ephor Group | www.ephorgroup.com | 24 E. Greenway Plaza Suite 440 | Houston, TX 77046

6. Revenue Strategies for Growth
Ephor Growth Services Snapshot
Ephor Group | www.ephorgroup.com | 24 E. Greenway Plaza Suite 440 | Houston, TX 77046