CEVOH is committed

to growing your business.

We will work with your team on your toughest challenges – making

these more manageable and leading to both short and long-term revenue lift.

We recognize the unique attributes of each business whether large or small,

mature or start-up. The unique details are extremely important to us.

And yet, there are some common elements that can blur the lines.

For example, a common attribute of every successful organization is to

provide increasing value to customers. Without this – revenue growth

can stall. We are empathetic to the customer and we help you see your

business from their perspective. This will guide us to help you create

more value for more customers.

We do this in a thoughtful way that helps you exploit the market.


How CEVOH is different from other consulting firms:

We don’t charge you to learn your business.

We provide exceptional value – often doing pro bono work in your industry, perhaps for you as well.     

We contribute day one.

We develop innovative strategies.

We aren’t afraid to implement.

We provide pinpoint accurate initiatives to assess your current efforts and recommend incremental revenue ideas.


Consulting Approach

One way to approach the challenge of improving revenue growth is by looking into each of the contributing parts within a successful revenue plan. We like this approach as it guides great discussion, and expedites planning and implementation of growth initiatives. Outlined below are some broad macro categories within a successful revenue plan, and some links that can guide you to additional details. We’ve identified over 50 individual parts of a successful revenue plan. As we approach your specific revenue situation and the opportunities this presents - we will want to start with a formal assessment of the 50 details. While no one company typically achieves excellence on all 50, an approach to measure and continuously improve these wins the day. Each of these can potentially be improved as an individual initiative and/or groups of these can also be improved as more of an integrated approach. Most often, we find 1 or 2 that need immediate attention and our suggestions to improving these can greatly influence revenue results. Below is a high-level overview of the macro categories that make up the 50 detailed areas. As you scroll down the page you will also be able to see that forcing functions can be catalysts that will accelerate progress on these initiatives. Not every company has the resources to optimize all 50, but we can help you identify which ones will make the biggest difference in your industry.

Strategy and Planning

The Strategy and Planning focus of a successful revenue plan will include a Market Assessment, Business Intelligence, Benchmarking, the Vision, Mission and Values, and a declaration on the Organizational Culture desired. For many firms, a dedicated outline of technology plans is also within this focus - as it may be strategic to success and a key revenue enabler. A key part we include is Value Creation and we build specific initiatives designed to create incremental customer value. We also suggest including sections on the Voice of the Customer and specific approaches to improve internal alignment as these build the foundation needed to successfully develop the product and services offering.


Strategy and Plans

Follow a Formal Assessment

Here are a few of the many strategy and planning questions we will help you answer:

Q: Have we built and polished a list of Values - guiding how we will conduct ourselves internally and externally?

Q: Is our Organizational Structure built to enhance the customer value chain?

Q: Does our Culture enhance our development of innovative ideas?

Q: Do we have standing initiatives in place to build incremental customer value?

Product and Service Offerings

Another key section in any successful revenue plan will certainly include details on the Product and Service Offerings. Within this focus, we want to see how the SWOT is used to improve the offerings, how these offerings are positioned against the competition and what specific portfolio optimization initiatives are planned. There should also be actions presented to develop the Brand, how New Products are created and how customers are proactively Migrated to new, better performing products. A detailed outline of the Pricing Strategy would be included to outline yield management, revenue optimization and discounting approaches. With a powerful optimized offering, we have the catalyst to best to connect with various customer types.


Products and Services

Every Item in the Offering Should Have an Incremental Value and Margin Metric

Here are a few of the many questions we would want to answer with you:

Q: Does our Brand promise dovetail with the Vision, Mission and Values?

Q: Can all employees articulate what differentiates products and services from competitors?

Q: Are there measurements in place for value and margin across all items in the portfolio?

Q: Is Pricing Strategy being set to reflect customer value and market benchmarks?

Understanding and Managing Customers

The customer focus of a successful revenue plan will include an Understanding of the Customer and how they prefer to be consulted with, Segmentation of various customer tiers, Account Planning and Sales Channel Management. In addition, it will include distinctions between customer and consumer or end-user. This section will also include plans and initiatives designed to improve the Customer Experience, UX UI, clarity on the Customer Stakeholders and how we plan to resolve potential Customer Problems.


managing Customers

Increasing Understanding to Meet Them Where They Are

Here are a few of the many questions we will help you answer:

Q: Do we segment customers based on future value, differences in how customers use our offerings, and fit with our growth goals—not just sales volume?

Q: Do we have structured processes to collaborate with customers and build joint account plans. These plans create value for both the customer and our business?

Q: Can the organization rapidly identify and diagnose root causes of customer problems, then aggressively mobilize resources to take corrective action?

Talent Management

So much of the magic of a successful revenue plan comes from those who manage and implement them. The Talent Management portion of the revenue plan provides focus on people and how to improve Sales Recruitment, Onboarding, Training and Sales Skill Certification. We suggest specific initiatives built to improve Sales Coaching and a powerful reward engine that motivates and retains high performers. A successful plan will also outline proven sales performance initiatives that grow the middle tier performers as this sales talent segment is the most easily improved.


Talent Management

People Provide the Magic of Any Plan

Here are a few of the many questions we will help you answer:

Q: Does the organization analyze high-performer behaviors to build competency models of the required skills for different sales roles.?

Q: Have we adopted a coaching culture that builds and sustains selling skills?

Q: Can the organization meaningfully differentiate high sales performers, using this performance to set standards, and provide rewards and consequences for following these standards?

Executing Revenue and Growth Plans

With strategy, customer needs, value, the offerings and talent underway, the plan must include high performing ways to execute and generate results. The Executing Growth Plans portion will include Go-To-Market, Goals, Sales Cadence and Metrics, and our Sales Reward Structure. It will also include Account Automation approaches as well as powerful Communication Plans directed at potential customers. This execution phase of the revenue growth plan is paramount to achieving improvements.


Executing revenue Growth Plans

Here are some of the questions we would expect to help you answer within this significant section.

Q: Is the go-to-market plan co-owned by sales, marketing and the operations departments?

Q: Are goals in place and are these reported on by the accountable parties at least 4X per year?

Q: Are there automation dashboards in place to speed understanding of the execution details? How does the CRM system enhance the skills of the talented employees?

Q: Is the sales reward structure and compensation plan aligned with our goals; and are the metrics creating cross functional alignment in the organization?

Operational Fulfillment and “Care After Sales”

With an eye toward customer retention, improved customer ticket and repeat purchase behavior, this section focuses on fulfilling the offering and caring for customers after they are closed. We would expect to see (or help develop) specific initiatives designed around the delivery of products and services, goals and the measurements of these. In addition, there should be extensive details on how the customer care process is designed, what resolution options are available, and how the post sale customer sentiment is measured and reported.


Operations, fulfillment and Customer Care

All the Great Ideas Get Stronger if Product and Service Delivery Rocks

Here are a few of the questions answered within this section:

Q: Are measurements in place to compare delivery of products and services against promises, quality expectations and the voice of the customer needs previously identified?

Q: Does the organization widely report sentiment on post sale customers using consistent metrics and are these benchmarked against the competition?

Q: Are the companys’ growth goals shared by operations and customer care managers?

Q: Is the customer care process and results designed to create value at the customer level?


let CEVOH help Assess Your Organization

The Key to a Powerful Revenue Growth Plan is an Objective Appraisal of Your Current Situation

Perhaps your organization will qualify for our Free Assessment?

The road to sustained revenue growth doesn’t need to be a long and challenging trip. We can often see simple things that may provide improved results next quarter. And our hope is to help you see these also – so the road forward starts with insight. The quickest way to gain insight is with a CEVOH assessment tool. A good assessment tool should cover all bases, be quick to administer and help prioritize areas of opportunity. The prioritized areas won’t necessarily be the exact details needed to generate quick revenue, but they will help us focus resources and create a growth cadence. With this cadence, we can grow revenue. Concurrently, we will help you build detailed sustained revenue growth plans and initiatives. We often complete assessment tools for free – please just ask us, we are glad to help.

Or, complete the free self-appraisal

The self-appraisal tool is very thorough and includes all the key components of our revenue plans and initiatives. It is streamlined from what our subject matter experts use, but you will find it very helpful. It does take some effort to complete and is critical to building an understanding of the key parts of a successful revenue growth plan. At the end of about 50 questions, you will have a good idea what parts many need help and you will also see a simplified score to guide you. Plan on 15 minutes to complete this assessment. You’ll get an immediate grade, and we will then send you a scoring detail for free.



Technology and ai markets, innnovation insight

A current CEVOH client which is one of the world’s largest defense avionics companies asked us to help them strengthen and demonstrate their continued leadership position in advanced Helmet Mounted Systems technologies. We counseled them to highlight one of their key strength positions and ideate ways to drive new technology adoption in the market. As part of this effort we developed an innovative augmented reality version of their head mounted display system. This early proof of concept will explore the benefits of mixed reality in a lightweight form factor – this could be integrated with swarm sensors, object recognition, haptics and even artificial intelligence to improve the situational awareness of the warfighter. The result of this early exploration iterates new ideas with targeted customers, creates rapid prototypes, explores the limits of the technology and develops new strategies for revenue growth – sustaining this client as a market leader.      

CEVOH combines proprietary AI development expertise with the leading augmented reality devices, to demonstrate improved integrated sensor capture, data enhancement and situational awareness. Our technology integrates reality with data and image parsing, machine learning and synthetic predicted object recognition to enhance decisions made by individuals and teams. CEVOH code is domestic, secure and open architecture to integrate across various existing systems. Our expertise produces agile and inexpensive demonstrations – creating dynamic environments for ideation and improvements. CEVOH technology speeds adoption of innovation to grow revenue.


From appraisals to detailed growth plans meshed with forcing functions

Completing the CEVOH revenue growth assessments will provide solid guidance on what parts are important in a plan. These three steps generally follow an assessment:

  1. We help you outline a revenue plan that is inclusive, powerful and creates alignment within your organization.

  2. Our detailed and integrated implementation initiatives are orchestrated to quickly help you move the revenue needle.

  3. We help you align resources and tackle the larger projects that will sustain your revenue engine.

But - - there often is an important fourth step in the process. What is equally important (to the other three) is the recognition of key forcing functions that may be in play for your markets. Forcing functions can disrupt efficiency of the detailed revenue growth initiatives, or, they can accelerate these. When you read below – you may feel some worry, but each of these is a significant revenue opportunity. Here are a few of the common forcing functions we’ve seen.  


Some Common Business forcing Functions

Forcing function Category One – Disruptive Market Conditions

Technology – disruptive technology is a very common forcing function for many industries today and this is anticipated to expand to all industries by 2025. Technology disruptions now have the ability to affect time and space. For example, we interact with others (and systems) in real-time, virtually, and remotely with crowdsourced ideas, group funding, and immediate sentiment expressed thru social and other channels. This alone can have significant impacts on your business.

Demographics/ psychographics – Changes in these to create a forcing function are usually a reflection of historical trend insight (not necessarily future predictions). As examples, the population characteristics change over time, and this leads to disruptions in labor skill availability, or as the potential customer market gets older, they care more about security than they did before. Changes in demographics and psychographics for your customer base, labor force and geographic areas can create significant forcing functions for your offering your sales channels and how you deliver.

Regulation – Regulation by government entities is an ebb and flow situation for many industries. But the constant changes in political philosophy, public sentiment and implementation inefficiencies creates revenue opportunities. In some cases, the opportunity may be to proactively embrace the possibility of regulation with your offerings and their markets. We can help you anticipate the regulatory landscape. Tech, autonomous, electrification, telecom, AI, aerospace & defense and others are very much seeing regulatory forcing functions with data collection/distribution, safety, privacy, security and many other potential issues.

Forcing Function Category Two – Competitive Actions

M&A – what if your no 2 and 3 competitors were discussing merger? What is the acquisition landscape of your industry – is it changing?

Better products or services – Launches of products and services that are simply better can become a significant forcing function. And if not anticipated, these can take years to overcome.

Launch of disruptive pricing strategies – Launches of pricing strategy changes happen frequently. A common change now is switching from ‘cost plus’ to ‘market value’ pricing strategies. But a few years back, it was very popular to implement ‘every day fair pricing’ strategies. Since price extracts value in the form of revenue, a disruptive pricing forcing function can sometimes indicate there is new knowledge on value insight. When a competitor or new entrant to the market enacts sweeping pricing strategy or discounting change, a significant forcing function occurs affecting your entire organization.

Forcing Function Category Three – Macro Trends

Gains in knowledge - Now we think carbs are not as good for us, and healthy fats are the rage. Knowledge gain is a by-product of many other forcing functions working together to make information more readily available to us. What is coupled with this (also a forcing function) is False Knowledge. With information being more readily available, natural language processing, machine parsing of news and other information sources – gains in knowledge and false knowledge can be equally impactful. And, revenue opportunities exist for both.  

Value Desire – We are all consumers and there is a growing desire to have more value in everything we purchase. More utility, more customization, immediate delivery, better prices and a rewarding user experience. This creates a forcing function that is affecting many different markets. Looking around, its easy to see which industries (markets) are embracing this forcing function and which ones have not yet caught on. There is significant revenue growth opportunity in embracing changes in buyer value desire.

How We Buy, How We Sell – Perhaps one of the most ubiquitous forcing functions occurring and affecting almost every market we encounter, the selling and buying process is changing. Consumers are indicating a push=back on person-to-person selling techniques. What was once considered an enhanced level of service is being modified quickly by progressive companies. The automobile and advertising services markets are good examples of how this is beginning to change. We can help you evaluate all the aspects of channel optimization within our revenue growth planning efforts.

Sentiment changes – These are different than demographic and psychographic disruptions as sentiment includes beliefs and feelings about the future. It ties into knowledge and false knowledge but then we add our own spin. For example, there is now significant fact supporting too much electronic usage affecting our brain development, sleep patterns, and how we learn. Yet, while many of us believe these studies (too much electronics usage is a bad thing), we’re not really doing much about it yet.

There are likely many other specific forcing functions that can be used as an amplifier to your revenue growth plans. The key is to anticipate and identify these. Can you think of other forcing functions that are specific to your situation?