Advice for CEOs

In my last article I discussed employee alignment and the importance of promptly identifying internal or external factors that can cause employee or market misalignment.

In the last two posts in this series, I discussed key account management as a revenue growth strategy and presented a step-by-step approach to building key accounts. It is important for emerging growth companies to identify, penetrate and widen their sales to customers they target for growth.

A combination of the recovery of the U.S. economy, low interest rates and inflation, and the introduction of new products in the marketplace are all driving consumer product sales — but not for every business. In order to improve consumer products profitability and gain a competitive advantage, there are several components and strategies your business must follow.

In the last article in this series I suggested that a key account strategy can be a promising way for emerging companies to increase their top line and produce sustained, stable cash flow.

One imperative that companies trying to get past No Man’s Land, where they are too big to be small but too small to be considered big, have in common: they need to generate profitable revenue growth in order to achieve economies of scale. At that point, they have a chance to generate real wealth for their investors.

As discussed in a previous article, getting to scale is the most important challenge that emerging growth companies face on their path to realizing their full potential and generating real wealth for their investors.