6. Marketing communication plan

How do you solve a revenue growth strategy question? Learn the right framework and see how it is applied from ex-McKinsey consultants.

Table of contents:  

- Case types that MBA students faced in their consulting interviews 

- Top-10 frameworks you need to know 

- How to solve a revenue growth strategy case 

- Case study example

Revenue consulting in order to help a consulting client develop a growth strategy is a lesser-known key consulting skill. In contrast to what is widely believed, McKinsey, BCG and Bain do not just focus on cutting cost in order to increase company profit. Clients also want to know how they can increase their revenue in order to boost profit. Knowing how to create a growth strategy is important for both developing a long-term vision on how to grow company revenue in “real consulting life”. Revenue consulting also is a key skill to be able to dissect revenue growth strategies for your consulting case interview with McKinsey, BCG or Bain. Revenue can be decomposed into volume times price. In this video, I take you through a framework on how consulting companies such as McKinsey, BCG or Bain systematically develop a revenue growth strategy for their clients. We will cover how to analyze market attractiveness with market size, market growth and market conditions as well as client capabilities with product portfolio, client profitability and customer access analyses. In the end, we derive the result for this revenue consulting case. The strategies I teach in this video can be applied to revenue and growth strategy consulting both for a real company case as well as in a consulting case interview.

If you're involved in tech in any way, you've likely heard of the concept of a "Growth Hacker" or just a "Growth" role in general. Over the last five years, this term has gotten wildly out of control. People want to be in Growth and companies want to hire Growth roles. However, from Willie's experience talking to many people who want to hop in the field as well as talking to numerous companies, he's found most of the people who talk about Growth actually have no idea what it is. A big part of what causes this are the lack of definitions. This talk went over clear definitions and why Growth is much more of a Product function than it is a Marketing one. On top of going over how Growth is fundamentally different from Marketing, it also went over how Growth Product Management can be quite different from feature or traditional Product Management. Willie Tran is a Growth Product Manager at Dropbox where he works on implementing new features and experiments to drive revenue. Prior to Dropbox, he was the Head of Product at Testlio and helped scale the company from 7 to more than 60.

There’s a new kind of product manager in town: the growth product manager. This emerging role is taking hold throughout the software industry, but is especially prevalent within product-led organizations. In these companies, the product itself is a primary lever for growth, so it makes sense for the product team to take on growth responsibilities tied to revenue. But introducing a growth mindset to the PM role can be a pretty big shift for traditional product managers. It requires traditional PMs—who are used to focusing on long-term, customer-focused roadmaps—to wrap their heads around a wider perspective that also encompasses short-term, business-focused objectives. To help would-be growth PMs (and the companies that need them) put their best foot forward, in this video I'll walk you through: 1. What is a growth PM, 2. How the responsibilities and required skills differ from that of a traditional PM 3. What it takes to do the job right.

In this series, Rory O’Driscoll and Kate Mitchell, founding partners at Scale Venture Partners, will detail the mindset needed to scale your company. Along with some of their associates, they will explain how the scaling phase differs from the startup phase, what kind of metrics you’ll need as you accelerate and what kind of team you’ll need alongside you for the journey ahead.

How do we strengthen our teams and coach them effectively? By approaching feedback and performance with a growth mindset.

The old expression, “failing to plan is planning to fail" also applies to employee development. In my recent article (http://www.optimusperformance.ca/mana...) about a leaders' struggle to deal with employees being resistant to change, I wrote that strategic planning for employee development is a practice that a leader must undertake to avoid this dilemma. Developing a human resource or employee development plan is often the responsibility of the human resource department if there is one. From my perspective, it's the leader’s responsibility because the leader is accountable for the performance of the department and each employee.