The Revenue Journal - July - September 2018

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Hediye The Revenue Journal

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What great CEOs do differently - The behaviours that set the best leaders apart
How digital natives are changing B2B purchasing
Manage your culture as closely as your strategy

Roadblock To Revenue Growth

Overcoming the Execution Dilemma is central to building a highperformance sales organisation that consistently achieves or surpasses revenue growth targets. Here’s how.

2 mins

Pay Attention to These 5 Aspects of Company Culture When You Start a New Job

Take time to understand the culture so that you succeed within its bounds rather than derail your future prospects.

6 mins

Avoid Making Enemies: But Do Make Decisions!

Strong leaders listen to all the arguments, probe for understanding, avoid telling people they are wrong, and then step back and decide.

2 mins

Don't Focus On Strategy At The Expense Of Culture

10 ways to make culture a primary focus and drive culture and strategy closer together. 

3 mins

How Digital Natives Are Changing B2B Purchasing

Research suggests that millennials are the sole decision-maker for their department in one out of three instances and about half of all B2B product researchers are digital natives. Are you catering to their needs?

4 mins

The 5 Best Practices for Improving Partner Marketing

Understand the differences in dealing with partners vs direct go-to-market.

3 mins

Build Marketing Operations Muscle

How Chief Marketing Officers get out from underneath this avalanche of data and stay on top of it.

2 mins

How to Convert More High Quality Candidates

Spend your time and resources on the right people.

4 mins

Why People Lose Motivation — and What Managers Can Do to Help

It doesn’t take charm or motivational speeches – but it does require a concerted effort to infuse self-expression, experimentation and purpose into your team's environment.

6 mins

What Sets Successful CEOs Apart?

The chief executive role is a tough one to fill. From 2000 to 2013, about a quarter of the CEO departures in the Fortune 500 were involuntary, according to The Conference Board. Clearly, many leaders and boards are getting something wrong. The question is, what?