How to improve revenue forecasts from strategic investments

Q4 Business, Management and Accounting Strategy and Leadership Pub Date : 2020-11-02 DOI:10.1108/sl-09-2020-0119

D. Deneffe, H. Vantrappen

{"title":"How to improve revenue forecasts from strategic investments","authors":"D. Deneffe, H. Vantrappen","doi":"10.1108/sl-09-2020-0119","DOIUrl":null,"url":null,"abstract":"[ ]they don’t do away with one fundamental need of business executives: to obtain sufficiently reliable estimates of the likely revenues and profits from making a strategic move, such as, the response to an unexpected aggressive new entrant into the company’s core market (agility), the creation of a totally new value proposition and profit formula (business model), or coping with an escalating price war (execution) Bring together a number of business managers and build on their collective knowledge, experience, ambition and judgment to establish a revenue target that is stretched yet realistic enough to convince or even excite the company’s stakeholders [ ]a supplier of e-bikes may set an ambitious revenue target claiming booming demand and touting its advanced technology or innovative business model to capture an impressive share of an expected emerging market [ ]the provider of payroll outsourcing services found that no single potential customer in the sample was willing to consider the new entrant because it lacked experience in the neighboring country, as measured by the lack of local reference clients","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"51-58"},"PeriodicalIF":0.0000,"publicationDate":"2020-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-09-2020-0119","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Strategy and Leadership","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/sl-09-2020-0119","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q4","JCRName":"Business, Management and Accounting","Score":null,"Total":0}

引用次数: 0

Abstract

[ ]they don’t do away with one fundamental need of business executives: to obtain sufficiently reliable estimates of the likely revenues and profits from making a strategic move, such as, the response to an unexpected aggressive new entrant into the company’s core market (agility), the creation of a totally new value proposition and profit formula (business model), or coping with an escalating price war (execution) Bring together a number of business managers and build on their collective knowledge, experience, ambition and judgment to establish a revenue target that is stretched yet realistic enough to convince or even excite the company’s stakeholders [ ]a supplier of e-bikes may set an ambitious revenue target claiming booming demand and touting its advanced technology or innovative business model to capture an impressive share of an expected emerging market [ ]the provider of payroll outsourcing services found that no single potential customer in the sample was willing to consider the new entrant because it lacked experience in the neighboring country, as measured by the lack of local reference clients

查看原文

微信好友朋友圈 QQ好友复制链接

本刊更多论文

如何改进战略投资的收入预测

[]它们并没有消除企业高管的一项基本需求:对战略行动可能产生的收入和利润进行足够可靠的估计，例如，应对一个意想不到的激进的新进入者进入公司的核心市场(敏捷性)，创造一个全新的价值主张和利润公式(商业模式)，或应对不断升级的价格战(执行力)。将一些业务经理聚集在一起，利用他们的集体知识和经验。雄心和判断:建立一个收入目标，这个目标要足够夸张，但又足够现实，足以说服甚至激励公司的利益相关者[]，电动自行车供应商可能会设定一个雄心勃勃的收入目标，声称需求蓬勃发展，并宣传其先进的技术或创新的商业模式，以在预期的新兴市场中占据令人印象深刻的份额[]，工资外包服务提供商发现，样本中没有一个潜在客户愿意考虑新进入者因为它缺乏在邻国的经验，以缺乏当地的参考客户来衡量

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文去求助

来源期刊

Strategy and Leadership Business, Management and Accounting-Strategy and Management

CiteScore

1.20

自引率

0.00%

发文量

期刊介绍： As a leader responsible for the competitive development of your organization, as well as a desire to keep ahead of the game, you have a responsibility to ensure that you are fully aware of new strategies and developments that can impact upon your personal growth as a leader of others. Strategy & Leadership gives you insight into your own leadership abilities without wasting your time. Each issue brings you informed opinion from leading specialists, gives you professional support and looks at strategies, tools and techniques from an objective position. Strategy & Leadership explains the how and why in order to keep you clearly focused. Its thoughtful, in-depth analysis and advice tells you where you should be going and what to avoid on your journey. Strategy & Leadership is a bi-monthly briefing that brings you the thoughts, advice and analysis of some of the world''s current revolutionary thinkers. Your subscription will show you: -How to improve existing leadership skills and develop new skills -Maintain a competitive position for your organization -Motivate your workforce -Adapt strategies in the light of technological change -Reassess current strategies based on practical insights into how other organizations have structured and managed change for a success -Consider new theories that could reshape current thinking and create future success -Benefit from the advice of prominent futurists -Learn from the experiences of leading CEOs and avoid the pitfalls that they have encountered -Select, develop and retain senior colleagues who will help you steer your organization in the future -Stay one step ahead of the competition - both internally and externally -Gain an insight into competitors'' strategies -Keep abreast of the latest trends in strategic planning -Implement successful strategies for your organization

期刊最新文献

Can strategic planning adapt to an era that requires enhanced reactive capability? Editor’s letter Quick takes Rethinking the role of middle management for the new world of work Driving growth, productivity and engagement through “good jobs strategy”