Let's face it, today’s shifting economy means revenue leaders have more challenges to face with potentially less resources. Driven by core inflation, decline in GDP, an accelerating unemployment rate, and constantly shifting consumer behaviors in times of uncertainty.
In the current climate the laws of revenue generation might seem immutable, with corporate budgets locked as business leaders determine the most viable methods of investment for growth. The fact is, the leaders who will shape stronger and more productive revenue enterprises will leverage this climate to their advantage. This takes a different mindset. Investing in revenue growth in changing markets is not a trade off with profits, rather a purposeful strategy to solidify increment to significant market share.
The lessons of leaders demonstrate that companies create and deliver value to their revenue organization not through onetime tactile revenue implementations, but by creating a sustainable, durable and predictable pipeline. Ultimately this will improve brand experience and shareholder returns.
• Morgan Stanley Chief Global Economist Seth Carpenter, we are in “the most chaotic, hard-to-predict macroeconomic time in decades.
• Most major economies, including the U.S., Europe, the United Kingdom and China, are each tracking toward GDP growth that will be half that of 2021.
• Growth in advanced economies is projected to sharply decelerate from 5.1 percent in 2021 to 2.6 percent in 2022—1.2 percentage point below projections in January.
• The war in Ukraine, lockdowns in China, supply-chain disruptions, and the risk of stagflation are hammering growth.
• While we do not believe the US economy is currently in a recession, we are downgrading our growth expectations for Q2 2022 from 1.9 percent to 0.8 percent.
• Persistent inflation, supply chain constraints, the continuing pandemic and war in Ukraine signal a significant slowdown in global GDP growth this year but not a worldwide recession.
• We are not in a typical recession. The market today is new territory and confusing for business owners, with shrinking GDP and unemployment rates at very low levels.
• The C-Suite is challenged on where to invest for growth. Many executives have pressed pause given the uncertainty without the insights to navigate the economy.
• In times of uncertainty is when new market leaders shine. For instance, take the disruptive companies from the past decade and what are the lessons we garnered.
• Marketing in a recession will always be challenging for a CEO, finding that balance between acquisition and financial acumen. A prescriptive approach with ROI in mind needs to be thoroughly planned out.
• As business leaders we are responsible for the health and well being of our team. Without revenue acceleration us leaders will be challenged to invest back in our biggest assets.
• Transformation leaders will invest in growth and acquisition of market share. As the economy is in a massive state of uncertainty, now is the ideal time to invest in growth. When the economy stabilizes, which it will, that incremental market share will pay massive dividends.
• The most intelligent business strategy for leaders in any company is to ensure their focus is on their employees. When leaders take care of employees, employees take care of customers. It’s that simple.
• Effective leaders invest in their employees by going above and beyond to find out what motivates and stresses them. In order to achieve this cash flow from new acquisition is critical in order to reinvest back into our most precious assets.
• Markets don’t yet fully reflect tightening financial conditions; this is a temporary period of decline which presents an advantage to invest in growth.
• This is a critical point for long-term investors, who should keep investing in growth to acquire market share on a regular basis. Using a process that is predictable, proven, and connects C-Level executives to enable a long-term sustainable strategy.
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