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Mobilize to accelerate revenue growth

Unlock growth with a new mindset

There are still plenty of uncertainties about the post-pandemic environment for doing business in B2B markets, even as a strong US recovery takes hold. Industry leaders are asking: how might virtual sales tactics evolve or coexist with traditional sales methods? One thing is for certain — customer expectations and behaviors have permanently changed. Anyone in sales, marketing, pricing, customer service or product development should expect to remain in a state of active digital experimentation for some time. Meanwhile, product managers should reevaluate the strengths of their portfolios and accelerate the development of alternative revenue streams, such as subscriptions at product companies or digital products at professional services companies.

On the upside, demand swings over the past year forced out some bad habits. Businesses can build on this momentum by formally adopting lessons learned about their organizations during the crisis and by encouraging teams to work in more agile ways to ultimately drive revenue growth. This approach is at the heart of PwC’s Revenue Command Center, which blueprints how companies can get key leaders from different areas of the business to collaborate, make critical decisions more effectively and run agile growth experiments using shared insights. This all-hands-on-deck way of working is commonly used in mergers and acquisitions deals to achieve speed in value realization and bridge the typical functional silos. With this mindset, you can drive results, learn from early experiments after evaluating real-time data and insights and adapt based on the market and competitive intelligence.

Across different areas of your business, there are many opportunities to accelerate growth by reevaluating the way you operate your company. Getting go-to-market and product stakeholders to collaborate and act on specific programs and initiatives will be key. Also, focus and speed will be critical so that your operating model can quickly respond to changing market dynamics.

Explore the six levers you should consider deploying — concurrently — to drive revenue growth more effectively:

The pandemic changed how virtually every industry does business, which means companies should reevaluate how they segment customers and channel partners across their portfolio of offerings, as well as what level of investment they plan to commit to each go-to-market pathway and segment in order to achieve growth targets. Increasingly, these timely business decisions will hinge on combining the latest market data with internal analytics to create unique insights that will drive market coverage, quota setting or competitive win themes decisions.

Customer preferences and new entrants practices will likely continue upending the way companies generate revenue. For example, in the IT infrastructure arena, companies are increasingly migrating workloads and data to multiple clouds. As companies discover the benefits of buying “as-you-go” in this area (i.e. frequent innovation, enhanced security, reduced cost), they have become less inclined to commit to longer-term capital spending to other sourcing categories. Multiple industries are now forced to develop at scale new revenue models like subscription or consumption models in order to stay relevant and address this growing market demand.

More than ever, marketing, sales and customer success teams across most companies rely on quality and intuitive digital interactions across all critical touch points leveraging a wide range of virtual platforms to reach new customers and deepen relationships with existing ones. The pandemic demonstrated an all-digital engagement was possible – and doing so means companies will need to go beyond setting up a solid eCommerce platform.

The growing sophistication of technology has increased customers’ access to information about products and services, especially when it comes to complex B2B pricing that was previously opaque. With prices being more transparent, companies need to rethink how they plan to respond to easier-to-compare pricing in order to capture the real revenue generated from the goods and services they sell. A key strategy to increase pocket price is to focus on leakages. So, consider technologies that track where leakages occur.

In cases where your organization is unable to standardize or simplify certain front-office functions or processes, consider alternatives, such as automating quoting or billing.

Proactively reevaluate your product and service offerings. This is a fundamental growth lever, as it forces product managers and engineers to rethink the underlying requirements of a product as well as the breadth and depth of a company’s offerings. Consider rationalizing your portfolio, which could involve retiring some offerings, creating compelling bundles of integrated solutions aimed at specific industries, or scaling subscriptions and consumption offerings.

Agile ways of working: teams move quicker by acting on the same data and insights

By creating agile teams using a set of market, operational and financial dashboards that offer real-time data and insights, you are better positioned to act on sudden market changes — including shifts in customer behaviors and demands, as well as emerging market and competitor trends. By quickly developing insights and evaluating options, you can also act nimbly to deliver quick wins and plant the seeds to drive longer-term growth.

Market overview

  • Easily see an overview of company and competitor market performance
  • Get a summary of relevant analysis and news

Performance dashboard

  • Get a real-time look at key performance metrics for deals, marketing, products and customers
  • Monitor revenue, marketing campaign ROI, product performance, customer sentiment, pricing and discounting insights and more

Program and initiatives tracking

  • Stay up to date on progress with real-time status snapshots on Return to Growth initiatives
  • Act with agility to elevate key decisions or identify additional required inputs
  • Enable steady and timely flow of decision-making

Hallmarks of PwC’s Revenue Command Center:

  • Accelerated: Focus on short time-to-impact revenue generation initiatives
  • Synchronous: Multi-threaded and cross-functional transformation of your all key front-office operating model elements
  • Digital: Use of all available digital and automation levers
  • ROI-Focused: Dynamically prioritized based on impact
  • Agile: Sprint with focus on learning, experimentation and adaptation


Contact us

Roger Wery

Roger Wery

Global Advisory Technology, Media and Telecommunications Leader, Principal, PwC US

Alex Blanter

Alex Blanter

Principal, PwC US