¿Cómo realiza un seguimiento y mide el impacto de sus actividades y programas generadores de ingresos?

Think of it like this: Touchpoints: Every interaction a customer has with your brand, from social media ads to website visits to sales calls. Stages: The journey your customers take from awareness to purchase (awareness, consideration, decision, action). ➡️➡️ By mapping these out, you'll understand: Where leads come from: Knowing your acquisition channels helps you allocate marketing resources wisely. What converts them: Identifying key conversion points lets you optimize your sales funnel for maximum impact. 🪄 How much it costs: Tracking customer acquisition cost (CAC) helps you assess the efficiency of your efforts.

How to define your revenue model: 1. Ask yourself how your organization generates revenue. 2. Realize that you are likely operating with several Revenue Streams (Inbound, Outbound, Upsell, Churn, etc.) 3. Build out each stream by adding data from your CRM or other business tooling (e.g. Opportunites, Leads, Customers) 4. And finally connect each process step by calculating "processing metrics" (e.g. Conversion Rates, Sales Cycles, Average Contract Values) 5. To get advanced, you will want to break each of these Revenue Streams down into different Geographies, Segments, or Products. But this is where it starts to get messy.

It is interesting that organizations do not even start with a plan, let alone define their revenue model. If you had to go before a Shark Tank or you are trying to raise funds, all of this has to be in place. An investor mindset is a great way to think about Revenue generation and defining your model. I agree with @Toni Hohlbein and Toby Dusina. Everything including touchpoints can be quantified against your forecast and modeling. You have to think of these fundamentally to build the type of revenue generation structure. Is it a human sales team heavy org or mostly demand gen through marketing? Do I need X humans to Y technology at when and what year? If we choose a SaaS model, will the organization have enough cash flow by when?

Define revenue model: outline sources, pricing, target market, value proposition, and cost structure. Options include donations, grants, fees, subscriptions, sponsorships, or advertising. Align with market size, growth rate, customer behavior, and competitive advantage.

I would advise focusing on leading KPIs. So instead of looking at "Lifetime Value" or "Revenue Growth", I would focus on the Inputs driving your model: - Did your marketing organization generate enough Leads to hit target - Did your Sales team achieve the targeted Average Contract Value per customer - Did your Upsell team generate enough Pipeline to get to their target. When you focus on inputs rather than on lagging indicators you can still take corrective action. Otherwise, you will only be an observer.

Identify KPIs aligned with revenue model and strategic objectives. Ensure they're specific, measurable, achievable, relevant, and time-bound (SMART). Examples include revenue, revenue growth, revenue per customer, customer acquisition cost, customer lifetime value, customer retention rate, conversion rate, and return on investment. These metrics track revenue sources, growth, customer behavior, and profitability.

Building and owning a Revenue Model is a very specialized role in many organizations. It is no easy feat to begin with and few others will intuitively grasp the model. That is why it is very important to visualize progress in real-time and as simply as possible for decision-makers in the finance and marketing/sales/service organization. Without this information passing through to them, the power of a revenue model will mostly be lost.

Track data and trends by collecting, organizing, and analyzing KPIs and relevant information. Utilize spreadsheets for flexibility and calculations, dashboards for visualization and monitoring, software for automation and advanced analytics, surveys for qualitative feedback, and market research for industry insights.

The best way to think about a strong and detailed revenue model is to see it as a "digital twin" of your revenue organization. This digital twin generates expectations of how the future should look like. Those expectations need to be aligned to what the finance team is funding and the revenue team is executing. Once you spot deviations from what the model expected, you have a powerful learning opportunity on your hands. Either the model was simply wrong. Or the organization started behaving differently. Which might be cause for concern. In the latter case, using the model to drill into and identify root causes can make it very easy for you and your leaders to identify the "true" reason immediately so you can take corrective action.

Evaluate impact and performance by comparing actual results with expectations. Use tools like variance analysis to measure differences, sensitivity analysis to test assumptions' impact, scenario analysis to create different scenarios, and benchmarking to compare with similar organizations. Identify best practices and areas for improvement.

Adjusting your tactics and strategy is something that should only happen on a quarterly or annual basis. The big questions that need to be ask are: - did we achieve what we set out to do? - did the initiatives to drive those outcomes happen as expected? - did things outside the company change that we need to react to? Each of these questions might lead you to re-think what you are prioritizing to achieve your goals. And while "revenue" is very high-stakes, it is important to keep a learning attitude when looking back and assessing the past. Too often teams start finger-pointing and end up not actually improving on any of the issues they are facing.

Adjust your strategy and tactics In the fifth step, you need to adjust your strategy and tactics using the insights and learnings from your evaluation. To do this, you can use tools such as SWOT analysis to identify strengths, weaknesses, opportunities, and threats; SMART goals to set specific, measurable, achievable, relevant, and time-bound goals; an action plan to outline steps, tasks, resources, responsibilities, timelines, and indicators; and a feedback loop to monitor and measure results of actions, collect feedback, and make continuous improvements.

My years of experience as CEO of a technology company taught me that communicating results and stories is indeed a fundamental step in any business endeavor. It is crucial to share our revenue and performance forecasts with internal and external audiences. We need to make sure everyone is aligned and has a clear understanding of where we are and where we are. Our goal will always be to move forward. Reports offer a structured way to present our data, analysis, findings, recommendations and actions. They are a great tool for tracking our progress and highlighting areas where further improvements can be made. Presentations, on the other hand, provide a visual and engaging way to convey our key messages, ideas, stories and achievements.

I agree with Ivan A. It is fundamental and it is crucial for coaching to performance. Alice in Wonderland and the Cheshire Cat...it doesn't matter where you go if you don't know where you want to go. The visibility gives anchors to where the organization is headed.