Telling the board that the sales pipeline grew by $X should not qualify as a good answer if the board and founders are serious about good governance and profitable growth. How did the pipeline grow? Did we add lower- or higher-profit and lifetime value customers? Are we targeting shorter or longer selling-cycle prospects? What are the implications for the “center of gravity” in the venture’s business model?
Content: Quotation
Author: Frank V. Cespedes
Source: Harvard Business School (HBS) Working Knowledge
Subjects: Corporate Governance, Marketing / Sales
Author: Frank V. Cespedes
Source: Harvard Business School (HBS) Working Knowledge
Subjects: Corporate Governance, Marketing / Sales
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