DIRECTIONS - Architecture for revenue growth

March 2015


Richard (Dick) Van BelzenHappy St. Patrick's Day! The month of March brings with it a lot of reality as execution and results to date are being assessed. So how is your year going?

We know you put a lot of planning into new programs for 2015. And whether the results so far are positive or below expectations, it may be too soon to make adjustments. But how do you know for sure?

That’s where we come in. Northpoint’s QuickLiftTM Program is designed to assess a specific area and develop actions that can be implemented in 30-60 days. Contact us to learn more.

2015 can be a solid year. But you must first take the time to understand how your products and offerings are resonating—and get a sense of what is working and what solutions are still needed. Since 2009, most B2B customers continue to buy what they NEED vs. what they WANT. So keep that in mind when reviewing your offerings, as it can be risky to focus on loading up your offering set with too many features instead of focusing on what your customers really need.

Wishing you a successful first quarter and throughout the balance of the year.

Richard (Dick) Van Belzen
Managing Director

Northpoint Advisors, LLC
1173 Pittsford-Victor Road, Suite 250
Pittsford, NY 14534
Phone: 585.233.6707


Points to Ponder

Here are a few of our favorite quotes from Peter F. Drucker, who was hailed by BusinessWeek as “the man who invented management.” Click here to learn more about Peter Drucker.

“Until we manage time, we can manage nothing else”

“The most important thing in communication is to hear what isn’t being said”

“Culture eats strategy for breakfast”

“Most of what we call management consists of making it difficult for people to get their work done”

Tapping into Current Channels of Distribution

At Northpoint, we see huge growth opportunities in making adjustments to current channels of distribution, whether direct or indirect. Most leaders, including the author of this article, have been too close to this type of business situation to critically evaluate it. A viable technique that we often use is to assess any channel players that aren’t meeting the plan, and then analyze each to determine the cause of underperformance. We ask—is the source of the problem a lack of experience or customer/product knowledge? Confusion caused by too many priorities? A flawed sales compensation program? Or is the right person in the wrong role (ex: a hunter vs. farmer)? As you know, this list is not inclusive.

In our experience, even after the cause of a chronic poor performer has been recognized, the management requires a dedicated effort. And not all sales leaders have time to manage this way. The new performance drivers could come from changes to actions/approaches that were taken and that haven’t measured up. Or that individuals aren’t contributing to their level of capability, for any number of reasons.

Now, most sales leaders can make their plan by leveraging their top 10-25% of sales resources. Which means low-performing channel players often aren’t given the attention and creativity needed to help cure their performance problems. As such, we suggest that individuals who are consistently below 75% of plan for two years or more be placed in a dedicated management process. If there is enough of a critical mass in your channel, a dedicated leader (it’s imperative that you pick the right one) can focus on the issues and work with marketing to put fixes in place. We offer a variety of tools to help you plan and execute this type of program. Please contact us to start the discussion.


Global Growth Trends & The Productivity Imperative

A Churchill Club program developed in partnership with Wharton SF and McKinsey Global Institute

The past 50 years has been a period of exceptionally rapid economic expansion. Average per capita income almost tripled, and the global economy expanded sixfold in GDP terms. But the long-term growth outlook is extremely uncertain. Some observers raise the issue of challenging demographics; they talk about "secular stagnation" and express doubts about whether future growth can match its rapid upward trajectory of recent decades. Others point to the transformative impact of technology and paint a more optimistic picture. The debate about growth goes even deeper and broader than this. Many question whether-and how-growth can be sustainable and inclusive. There is a lively discussion about whether GDP is the right measure of growth. Amid such debate, it is difficult for policy makers and businesses to respond effectively.  According to a recent McKinsey Global Institute report, it could be possible for annual productivity growth to more than counter downward trends. Can productivity save the day and overcome the forces that now threaten global economic prosperity? If so, how?

Watch the program video now.

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CEO confidence is up 9.7% in February 2015 vs. the same in 2014. Source: Chief Executive Magazine

CEO Confidence Chart


The CEO and Power: Are the Two a Dynamic Duo or an Odd Couple?

Source: Chief Executive Magazine. Article written by Dr. Thomas J. Saporito

Power is a word that is often spoken synonymously with the office of CEO—for better or for worse. By dictionary definition, power is “the ability to act or produce an effect.” Simple enough. Yet, when it comes to how power plays out in leadership positions, understanding the dynamics can mean the difference between leading effectively and falling flat.

Read the complete article.


2016 strategic planning process

Getting prepared for the 2016 strategic planning process.



Revenue Growth Experts
1173 Pittsford-Victor Road, Suite 250, Pittsford, NY 14534
Email: | 585.233.6707
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Photo by Thomas Hawk

Photography by Thomas Hawk, ©Can Stock Photo Inc., and iStockphoto

© 2015 Northpoint Business Advisors