Category: Uncategorized

The transition from generating leads, particularly through digital marketing, to closing sales is challenging in any industry.

They’re compounded for manufacturing businesses, though, by the complexity of products and the necessity of a nuanced understanding of customer needs. The journey from lead to conversion is not just about selling a product; it’s about effectively communicating value while being able to close high-value transactions.

This requires tailored, case-by-case approaches to sales leadership, team management and training. It also means leveraging CRMs – like Salesforce – and sales data analytics to improve conversion rates.

Third-party consultants who have a proven track record often make this process much easier, accelerating value creation for businesses. At BluWave, we equip manufacturing companies with the tools and strategies needed to enhance sales effectiveness and training.

Let’s talk more about these challenges and how our invite-only network of experts can come alongside your business to help.

Transitioning from Digital Marketing to Sales

The manufacturing industry often excels in generating leads through digital marketing but may struggle with effectively nurturing and converting these leads into sales. The gap between initial and final purchase decision requires a nuanced, strategic approach.

Expert third-party consultants can offer tailored strategies that bridge this gap, focusing on the development of a seamless transition process from digital leads to inside sales conversions. By implementing best practices for lead follow-up and nurturing, companies can significantly improve their conversion rates, ensuring that the potential of digital marketing efforts is fully realized.

Sales Leadership and Team Management in Manufacturing

The unique selling environment of the manufacturing sector necessitates experienced sales leadership to face the complexities of B2B sales and managing teams to effectively sell high-value products.

Bringing on fresh sales leadership and team management can provide targeted consulting to develop the skills of your sales team.

These experts provide industry-specific knowledge and strategies for optimizing performance, focusing on metrics-driven management and the development of a cohesive, effective sales team.

READ MORE: Manufacturing Industry Growth Strategies

Customized Sales Training for Manufacturing Products

Standard sales training programs often fall short in addressing the specific needs of manufacturing sales teams. The diversity of manufacturing products demands training programs that are not only comprehensive but also customized to the product range and target customer base.

We see demand for products relating to glass, construction, aluminum, steel, copper and many other sector-specific products.

Expert third-party providers can develop and implement customized sales training programs that cover product knowledge, sales techniques and customer engagement strategies tailored to the manufacturing industry. This ensures that sales teams are equipped with the knowledge and skills needed to effectively sell complex products.

Leveraging CRM and Sales Data for Manufacturing Sales

Manufacturing companies frequently underutilize CRM systems and sales data, missing out on opportunities to optimize their sales strategies. Outside consultants can offer guidance on effectively capturing and analyzing sales data, utilizing CRM tools to their full potential.

By training sales teams on the strategic use of sales data for decision-making and strategy adjustments, companies can enhance their sales effectiveness, identifying opportunities for improvement and refining their sales approaches based on data-driven insights.

READ MORE: Maximizing Customer Retention: Building Long-Term Relationships

Strategic Sales Strategy Overhaul for Market Alignment

For manufacturing companies seeking to realign their sales strategies with current market demands, a strategic overhaul may be necessary. Expert solutions can assist in developing an omnichannel sales strategy that balances direct sales, ecommerce and other channels.

These strategies are designed to reach the diverse customer base typical in the manufacturing industry, ensuring that sales efforts are aligned with market trends and customer preferences.

CASE STUDY: Interim CEO for Manufacturing Company Seeking Permanent Leader

Organizing Sales Training Infrastructure for Diverse Products

The absence of a structured sales training infrastructure poses a significant challenge in the manufacturing sector. This can be addressed with training programs that accommodate the breadth of products and sales scenarios typical in manufacturing.

By creating a comprehensive training infrastructure, companies can ensure that their sales teams are well-prepared to address the diverse needs of their customers, enhancing overall sales performance and productivity.

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Whether you’re a PE firm supporting a portco in the manufacturing industry, or you’re a private or public company looking for sector-specific resources, the Business Builders’ Network is at your disposal.

Our research and operations team knows who you need before you contact us, and is prepared to connect you with a short list of industry-specific options.

READ MORE: Procurement, Sourcing Resources for Manufacturing Industry

Partnering with BluWave can not only gives you more confidence, but we can help you get started within a single business day. Set up your scoping call today, and we’ll provide a short list of situation-specific resources who can help your business reach its next stage of growth.

Healthcare services organizations face a wide array of regulatory complexities. From laws that vary by location to patient privacy to fierce competition, the challenges are endless. For many, a growth strategy may not even seem like an option – they’re just trying to survive.

With the right resources and a practical plan, though, these hurdles can be overcome.

BluWave’s Business Builders’ Network already knows the pre-vetted, high-value third parties that can help with these industry-specific challenges. These experts bring a wealth of knowledge and experience, providing tailored solutions for healthcare services businesses.

Let’s take a deeper look at the many variables healthcare services companies face along with the importance of strategic planning, market research and regulatory knowledge.

Challenges in Growth for Healthcare Businesses

Navigating State Expansion in Healthcare Services 

The decision to expand healthcare services into new states is one way to grow market size. If only it were as simple as opening new locations.

Each state (or region) presents a unique regulatory environment, payer landscape and reimbursement rate structure that can significantly impact the feasibility and profitability of expansion efforts.

Expert third-party consultants, with their deep understanding of these nuances, can provide invaluable guidance. They help healthcare organizations evaluate potential markets, navigate state licensing requirements and understand the intricacies of payer dynamics.

“The specialized growth strategy resources in the BluWave network understand the nuances of the healthcare industry as well as those of specialty practice areas,” says Keenan Kolinsky, BluWave co-head of Research and Operations. “They can help businesses grow while complying with challenging regulatory environments that can vary by market.”

This strategic insight ensures organizations can make informed decisions, mitigating risks and maximizing growth opportunities.

READ MORE: A Look Inside the Industry with a Healthcare Expert

Strategic and Operational Planning for Healthcare Growth 

Healthcare organizations, particularly those specializing in areas such as substance abuse and detox, face the dual challenge of navigating a highly regulated environment and positioning themselves for growth or sale.

Strategic and operational planning is crucial in this context. Experienced third-party experts know how to navigate corporate governance and market positioning while understanding the buyer universe.

Their strategic advisory services can help healthcare organizations develop a clear roadmap for growth, identifying key opportunities and challenges, and formulating strategies to address them effectively.

Market Analysis for New Healthcare Operating Markets 

Entering new healthcare markets, such as women’s health or specialized care services, requires a comprehensive understanding of commercial insurance trends, competitive market dynamics and state policy outlooks.

Working with someone who has done this before can be a significant advantage. These groups conduct thorough market analyses, offering insights into the payor landscape, provider supply and population demographics.

This also helps healthcare organizations assess the viability of new markets, understand competitive pressures and develop tailored strategies for successful market entry.

READ MORE: Healthcare FP&A Resources

Market Research for Identifying Growth Opportunities 

For healthcare organizations looking to identify growth opportunities within their existing markets or penetrate adjacent ones, market research is indispensable.

Neutral third parties can evaluate the competitive landscape, assess market size and potential and identify untapped opportunities for your business.

This foundational research provides healthcare organizations with the data and insights needed to make strategic decisions about product development, market expansion and customer engagement strategies.

Developing Strategic Plans for Rapid Growth and M&A 

Rapid growth and mergers and acquisitions (M&A) are common strategies for healthcare organizations seeking to scale quickly.

But these tactics require careful planning and execution. Expert third-party consultants can assist in developing a 180-day plan post-M&A, focusing on integrating acquisitions, building necessary infrastructure and aligning strategic objectives.

Their guidance ensures that healthcare organizations can effectively manage the complexities of M&A activities, from due diligence to integration, fostering seamless transitions and sustained growth.

READ MORE: Digital Marketing Pain Points, Solutions for Healthcare

Formalizing Processes for New Healthcare Business Lines 

As healthcare organizations grow and evolve, formalizing processes for new business lines becomes critical. This involves financial modeling, business case development and strategic planning.

Third-party experts specializing in healthcare finance and strategy can provide the support needed to formalize these new initiatives. Their expertise ensures that new business lines are grounded in solid financial planning and strategic alignment, enhancing the organization’s ability to innovate and compete in the healthcare market.

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The Business Builders’ Network is full of pre-vetted resources who are ready to help your healthcare services company with its growth strategy.

Our research and operations team already knows who you need before you contact us, and is prepared to connect you with a short list of industry-specific options.

“Healthcare Services is one of the most in-demand industries we’ve served over the past 12 months,” Kolinsky says. “We have a deep bench of growth- and commercially-focused resources specializing in healthcare as well as resources with other functional capabilities needed to provide the infrastructure necessary to support sustainable growth.”

READ MORE: Senior Advisors for Healthcare Businesses

Partnering with BluWave can not only gives you more confidence in your growth strategy, but we can help you get started within a single business day. Set up your scoping call today, and we’ll provide a short list of situation-specific resources who can help your business reach its next stage of growth.

The technology-software industry is rife with unique challenges. Whether dealing with government software contracts or the ever-shifting nuances of e-commerce, it’s a fiercely competitive sector that demands industry-specific knowledge, strategic foresight and adaptability.

Experienced board members can provide invaluable insights for companies looking to grow and innovate. Connecting with the right ones, however, can be difficult. How do you choose from so many polished LinkedIn profiles, second-hand references and countless other variables?

This is why the expertise of third-party specialists in board recruitment can be such a big help. By leveraging their extensive networks and industry knowledge, they can match companies with board members who are not just leaders in their fields but also the right fit for strategic goals and culture.

Let’s discuss some of the specific challenges the software industry faces in board member recruitment, and how the right support can make the process much smoother – and faster.

ALSO READ: Board Members for Manufacturing Companies

How Board Members Help Software Companies

Government Sector Software Challenges

For software companies focused on government clients, the sales cycle and procurement process can be daunting. The intricacies of selling to local governments, with their lengthy decision-making timelines and specific procurement regulations, require a nuanced approach.

ALSO READ: Government Contract Outsourcing: Get Proposal Help

The challenge here is not just understanding these processes but mastering them to scale and grow effectively. Board members with a wealth of experience in government sector sales can be an invaluable resource.

They provide insights into complex cycles, tapping into their expertise to shorten sales timelines and streamline processes.

Third-party board recruitment experts give PE firms, their portfolio companies and private and public companies access to candidates who possess not just the necessary experience but also the strategic vision necessary.

Technological Transitions in E-commerce

The shift from more traditional systems to the rapidly evolving world of e-commerce can be a rude wakeup call for businesses that have failed to adapt.

While full of growth opportunities, transitioning legacy businesses also comes with challenges, including understanding new customer needs and adapting old systems to fast-paced demands.

Strategic guidance from board members who have navigated similar industry transitions can be a game-changer. They draw from their experience with key customers and industry trends to identify untapped markets and optimize operations to ensure your company remains at the forefront of innovation.

READ MORE: 5 Steps to an Effective VoC Strategy

Wealth Management Tech Space

Wealth management technology is extremely competitive. In a space where differentiation is difficult to come by, having the right strategy in place can be exactly what a business needs to get ahead and stay there.

Experienced executives who come on as board members know how to leverage these opportunities and increase enterprise value. A rich background in wealth management technology can offer the strategic guidance necessary to make informed decisions, drive growth and manage executive-level changes effectively.

READ MORE: How To Select an ERP System for Software Companies

A board member’s executive experience and industry networks can open doors to new opportunities and provide the strategic foresight needed to beat the competition. By engaging with a third-party expert in board recruitment, companies can ensure they are matched with board members who not only understand the industry’s complexities but are also equipped to guide the company toward achieving its strategic goals.

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The Business Builders’ Network is full of board members ready to step in and help your technology-software company reach its full potential.

Our research and operations team specializes in connecting you with the ideal candidates, as well as the recruiters who know them best.

Partnering with BluWave not only simplifies the process of hiring a board member but also does it within a single business day. Set up your scoping call today, and we’ll provide a short list of situation-specific resources who can help your business thrive.

READ MORE: Best Practices for Board Recruitment

The deeply personal nature of healthcare services, coupled with the growing demand for aesthetic treatments, presents unique challenges that demand a nuanced approach to marketing.

Traditional, one-size-fits-all strategies fall short when it comes to addressing patient concerns and ensuring privacy. Today, successful healthcare marketing strategies must be as personalized and considerate as the services they promote.

This is especially true in a sector where trust and reputation are not just important but are the very foundation upon which patient relationships are built.

Let’s talk about the specific challenges healthcare services businesses tend to face along with the resources available to overcome them.

READ MORE: Healthcare Compliance: Due Diligence Checklist

Healthcare Services Digital Marketing Challenges, Solutions

Challenge: Respecting Patient Privacy

Healthcare services, spanning from aesthetics to dental practices, demand a digital marketing approach that is both sensitive and strategic. The personal nature of these services means that marketing efforts must prioritize patient privacy while still engaging potential new customers and providers.

In an industry as competitive as healthcare, a robust online presence is not just beneficial – it’s essential. This involves a multifaceted strategy that leverages SEO, paid search and social media to not only reach but also resonate with the target audience.

Solution: Industry-Aware Digital Strategies

Addressing the unique challenges of healthcare marketing requires tailored strategies that respect privacy concerns and the regulatory environment. These strategies must focus on patient acquisition and retention, emphasizing trust and expertise.

This is best done with expert help who can craft messages that resonate on a personal level and effectively utilize diverse channels, such as email and social media. A comprehensive approach that integrates various digital marketing tactics is more likely to create a cohesive and impactful online presence that attracts more clients.

Challenge: Attracting New Patients Post-Acquisition

For dental practices, the post-acquisition phase presents unique hurdles, particularly in local markets. An outdated web presence or lingering information from previous ownership can severely impact patient trust and, consequently, acquisition.

In healthcare, where reputation and trust are paramount, the accuracy and freshness of online information are non-negotiable. Ensuring that a practice’s digital identity accurately reflects its current branding and services is crucial for attracting new patients and maintaining the trust of existing ones.

This requires diligent management of online listings, reviews and content to present a cohesive and updated digital presence.

READ MORE: Financial Planning & Analysis Resources for Healthcare Industry

Solution: Localized Marketing, Web Presence Management

For dental practices and localized healthcare services, strategies focused on cleaning up and optimizing web presence are crucial. This involves not just a general SEO approach but a localized one, targeting potential patients in specific geographic areas.

Emphasizing local SEO and targeted social media advertising can significantly enhance visibility and patient acquisition, especially on platforms like Google and Bing. The better your strategy takes into account the nuances of online listings, reviews and content, the more likely you’ll create a positive impression for your local practice.

Challenge: Lack of In-House SEO/SEM Expertise

Healthcare providers excel in patient care but often find themselves at a disadvantage when it comes to managing the intricacies of SEO (organic search) and SEM (paid search). Staying visible in either case requires specific expertise that many healthcare providers lack.

This gap in skills can leave providers invisible in a saturated market, where showing up in search results could mean the difference between thriving and merely surviving. The right in-house talent – or an expert third party – can help with this crucial exercise.

READ MORE: SEO Recruitment: Hiring Organic Search Experts

Solution: Hire Expert Search Consultancies

Consultants specializing in SEO and SEM provide invaluable guidance, helping healthcare teams develop and implement effective strategies so they rank higher on search engine results pages (SERPs).

The right third-party partner will not only implement a strategy, but also train in-house teams, empowering them to manage these strategies effectively. This dual approach ensures both immediate improvements and sustainable management of SEO/SEM efforts.

Challenge: Dissatisfaction with Previous Vendors

Dissatisfaction among healthcare entities with previous vendors is another common challenge businesses face.

Partners must understand service-specific complexities while delivering effective digital marketing solutions within these constraints. The quest for such partners is often fraught with the risk of mismatches, leading to wasted time and resources.

Solution: Web Development and Online Marketing

Developing user-friendly websites with easy content management systems is essential for healthcare providers. These websites must not only be easy to navigate but also reflect the personal nature of healthcare decisions and communications.

A careful balance of technical functionality and empathetic content strategy is key, ensuring that the website serves as a helpful resource for patients. Online marketing strategies must then extend this approach, using digital channels to communicate the value and expertise of healthcare providers effectively.

Challenge: User-Friendly CMS, Efficient Integration for Multi-Site Brands

Healthcare networks face the unique challenge of maintaining a cohesive brand and patient experience across multiple locations. This necessitates a scalable web solution that facilitates easy content management and ensures a consistent patient experience.

Systems must be user-friendly while also capable of integrating various sites under a unified brand umbrella. This system must cater to the specific needs of healthcare services, allowing for easy updates and management without sacrificing functionality or patient engagement.

Solution: Branding, Marketing Strategy Overhaul

Services that specialize in healthcare branding can navigate these challenges, developing clear, compassionate messaging that resonates with patients who may be facing a difficult diagnosis.

Expert service providers can help implement a strategic overhaul that aligns branding and marketing efforts with the core values and expertise of healthcare providers. By communicating these elements effectively, healthcare services can build trust and establish themselves as preferred providers in their respective fields.

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The Business Builders’ Network is full of exact-fit expertise necessary for businesses in the healthcare services industry to achieve their digital marketing demand generation goals.

Our research and operations team specializes in connecting you with the ideal service provider, who understands the sensitivities of your business.

Partnering with BluWave not only simplifies the process of connecting with the right digital marketing solution but also gives you a competitive edge. Set up your scoping call today, and we’ll provide a short list of situation-specific resources within a single business day.

Companies often rely on limited, internal data to define their ideal customer profile (ICP) and total addressable market (TAM). This creates an echo chamber in which businesses miss opportunities to target their most valuable clients.

To combat this challenge, revenue operations specialists come alongside these companies. They deploy a meticulous process, which equips sales teams with a clear plan to maximize revenue.

“The point is to make sure that you’re reaching out to the right people with the right message at the right time,” says Max Scayler*, co-founder of MegaGrowth.

MegaGrowth is one of the world-class service providers in the Business Builders’ Network. Let’s look at the six steps they undertake to help companies define their ICP and TAM.

READ MORE: How RevOps Increases Time to Value for Investments

1. Interview Internal Stakeholders

No one knows their existing customers like a company’s sales team. While the ICP + TAM process doesn’t end here, it’s a great place to start.

“The first step is always to talk to the humans. Interview all the stakeholders, have them tell you what they think the ideal customer profile is,” Scayler says.” That’s important. And there’s always knowledge in that, in the tribal knowledge that is valid.”

This sets the stage for business to understand the perceived ideal customer profile versus the reality.

READ MORE: What is the Voice of the Customer Survey?

The interviews are usually conducted with sales, marketing and customer success teams. A revenue operations firm might ask them about their best accounts and personas to gather anecdotal data alongside the internal customer database.

“Have them tell you what they think it is,” Scayler says, “the type of company where they need to be and why.”

Many ICP exercises stop here, severely limiting a company’s opportunity to understand its customers without testing their hypotheses. But MegaGrowth’s process is just getting started at this point.

2. Analyze Historical Data

The process continues with an internal exercise that goes beyond anecdotes: past sales and performance.

“When we look in the historical data, it’s usually previous orders from customers,” says Ryan Murphy*, MegaGrowth’s other co-founder. “You try to follow the journey, so to speak, out of that.”

Specifically, RevOps firms will review past sales orders and customer purchase data to identify patterns and discrepancies in target industries or customer segments.

“You’re just looking at very early signs of like what type of industries or customers they bought into to help develop a hypothesis,” Murphy adds. “A lot of times these people will have an idea who bought, like nonprofits or construction or manufacturing, or they’ll have their own industry segmentations that don’t necessarily make sense.”

Internal data helps clarify these points, but relying on it too much can be limiting.

“They’ll get the data and then be like, ‘Oh, there’s not enough data here,'” Murphy says.

That takes us to step three in the process.

READ MORE: Importance of RevOps in Due Diligence

3. Analyze External Data

Once internal stakeholders have been interviewed and historical data has been pored over, it’s time to get outside help.

“Let’s make sure we’ve got all the list of accounts of people that have Salesforce out there that we could sell to and we have that data,” Scayler says. “What is the universe of accounts I can buy from ZoomInfo that I haven’t considered?”

MegaGrowth then looks at marketing data such as intent signals.

At this point, the company will have a much clearer idea of its ideal customer profile and total addressable market. To be as effective as possible, though, it must also prioritize these targets.

READ MORE: How To Analyze Sales Data

4. Determine Account Tiers

One approach to this step is to divide your accounts into tiers from the highest chance of success to the least.

The top tier, or Class A, if you will, could be referred to as BCOS (pronounced like “because”) accounts. That is, “best chance of success” based on the analysis done in steps one through three.

“Class B accounts that are worth going after, but not top priority,” Scayler explains. “Then class C…you don’t hunt down specifically. They might buy from you, but they’re not really the perfect profile. So you send them some marketing emails, but you’re not having people manually call them.”

With a clear priority of which accounts to go after, the company is now ready to get buy-in from leadership.

5. Align Leadership Team

Achieving consensus among leadership is one of the top challenges of this whole process, but also the most important.

“That’s a non-trivial step,” Scayler says. “You do all this stuff, you lay it all out, you still have to go through the change management process of getting them all to agree.”

Scayler says that this can be a lengthy process, depending on the makeup up the leadership team and their existing understanding of an ICP and TAM.

6. Build Sales Territories

The sixth and final step is often the most exciting. It’s when your sales team can take all the synergy created from steps one through five and start to go after clients with fresh clarity and motivation.

“We help them size how to approach and scale these accounts and then create a mechanism for them to move them correctly,” Murphy explains.

READ MORE: What is Product Positioning?

Armed with a clear picture of client tiers, a team structure and sales territories are redefined. This system enables the company to efficiently manage and cycle through accounts.

“If you have 10 reps, some salespeople will say, ‘Well I’m just going to assign those 33,000 accounts to all these sales reps.’ Well, that doesn’t make sense,” Murphy says. “The sales rep doesn’t have focus. So a lot of the times we talk about structure and creating a mechanism where they can maybe work on a hundred or 200 or 300 accounts and then cycle those accounts as they work them correctly.”

MegaGrowth works hard to get their clients – whether independent companies, public companies or PE firms and their portfolio companies – all the way through the six-step process.

“Otherwise you just get a lot of churn and burn and nothing’s created,” Murphy says.

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The culmination of all this work may look similar to more traditional ICP + TAM exercises – a list of accounts and contacts within those accounts – but a skilled revenue operations resource can help your business go much further.

“Sales teams get excited because they know these are the right folks and we’ve got the marketing materials to back it up and we know who we’re going after,” Scayler says. “That’s the ultimate result. … It’s also building the sales territories, getting it loaded into their CRM and they start turning the crank.”

When you’re ready to work with a BluWave-grade third-party service provider, our revenue and operations team can scope your need and provide a short list of options tailored to your situation within a single business day. Set up your scoping call today to get started.

*Privacy is important to us. While the source and company name have been changed, these are real quotations from a real service provider in the BluWave Business Builders’ Network.

Selecting and implementing the right Enterprise Resource Planning (ERP) system is a crucial decision for technology software companies. The journey from legacy systems to more dynamic solutions offers a glimpse into the ambition of tech companies to harness technology for operational excellence.

Choosing between Sage and NetSuite, Microsoft Dynamics 365 and Acumatica or Quickbooks and SAP are just a few examples.

But this complex process demands a meticulous approach and seasoned expertise. Working with neutral, third-party service providers can help ensure businesses make the best possible decision.

Here are some of the factors these industry-specific experts consider when assisting private equity firms and their portfolio companies, as well as private and public companies.

The Foundation of a Successful ERP Transition

A successful ERP implementation begins with a deep dive into your current processes, systems and technology stack. For software companies, this might involve moving from basic accounting software to a comprehensive solution that streamlines finance, operations and customer service.

Understanding your specific needs — be they enhancing document management in healthcare or integrating complex billing systems in SaaS — sets the cornerstone for selecting the right ERP system.

Selecting the Ideal Implementation Partner

The expertise of your implementation partner is crucial. Whether transitioning to NetSuite or integrating Epicor’s P21, the importance of partnering with a team that not only understands ERP technology but also the unique challenges of the software industry cannot be overstated.

A third-party resource like BluWave excels in connecting businesses with these specialized experts, ensuring your ERP project is in capable hands.

Navigating Data Conversion and Integration Challenges

Migrating data from various legacy systems into a new ERP platform is a delicate task that requires precision and strategic foresight. The process involves not just technical know-how but also an understanding of how data conversion impacts future operations.

It’s here that the value of a knowledgeable partner becomes evident, offering insights into best practices for data integrity and system functionality.

Custom Solutions for Billing and Subscription Management

For companies with intricate billing models, implementing a new system presents unique challenges. Expert guidance is invaluable in evaluating potential platforms and ensuring the selected system aligns with your business model.

Strategic advice can help navigate the complexities of vendor selection, avoid common pitfalls and manage the implementation process effectively.

ALSO SEE: IT Due Diligence: Technology, Software Industry

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The Business Builders’ Network is full of exact-fit expertise necessary for software companies to achieve their ERP implementation goals, and fast.

Our research and operations team specializes in connecting you with the ideal service provider, turning the daunting task of ERP selection and implementation into a strategic success story.

Partnering with BluWave not only simplifies the process of finding the right ERP solution but also ensures that the journey enhances your competitive edge. Set up your scoping call today, and we’ll provide a short list of situation-specific resources within a single business day.

Revenue operations unify the go-to-market strategies across sales, marketing, customer success and finance, streamlining processes from lead generation to revenue realization.

Whether private equity firms are deploying revenue operations during the due diligence process, or private and public companies want to be more efficient, this process can accelerate the time to value for investments.

“We define RevOps as a holistic approach to all of the go-to-market processes that a company uses to run their sales, marketing, customer success and finance teams all the way from lead to cash,” says Max Scaler*, co-founder of MegaGrowth. “I think it’s important to say it’s not sales ops. A lot of people think RevOps is just another name for sales ops or marketing ops, and that’s not the case.”

Let’s take a deeper look into how revenue operations can bring your business more value on a faster timeline.

RevOps: Greater than the Sum of its Parts

RevOps enhances the efficiency and effectiveness of go-to-market teams by eliminating operational bottlenecks and enabling faster, more informed decision-making.

“It is a force multiplier for your go-to-market teams,” Scaler says, “removing things that slow them down.”

Beyond enhancing efficiency, RevOps fosters a culture of continuous improvement and innovation. By breaking down silos, it encourages cross-functional collaboration, leading to creative solutions that drive growth.

READ MORE: Defining Your ICP, TAM with Revenue Operations

Create Leadership Alignment

Investment in RevOps fosters alignment among leadership teams, ensuring cohesive planning and execution toward revenue goals.

“Investing into our function creates leadership alignment, but it also creates the ability to put into place a plan tracking how they’re driving revenue,” says MegaGrowth’s other co-founder, Ryan Murphy*.

This alignment extends beyond mere agreement on objectives; it cultivates a shared vision for success that permeates every level of the organization, ensuring that every team member is working toward the same goals with a unified strategy.

Track, Drive Revenue Like Never Before

RevOps provides a structured approach to track and drive revenue, supporting strategic decisions on leadership supplementation and operational focus post-investment.

The right strategy not only tracks revenue but also identifies new revenue streams and opportunities for expansion, providing a comprehensive view of financial health and growth potential.

How To Improve Efficiency, Productivity of Sales & Marketing Teams

Implementing RevOps also means embracing agility in sales and marketing strategies, allowing teams to quickly adapt to market changes and customer needs for sustained growth and competitiveness.

“Marketing attribution…lets you reallocate that money to places that are working,” Scaler says.

RevOps optimizes sales and marketing efficiency by ensuring investments like marketing spend are allocated to the most effective channels, improving overall team productivity.

Here are other ways a solid revenue operations strategy can benefit sales and marketing teams:

• Marketing Attribution: By accurately attributing marketing spend to revenue outcomes, companies can optimize their marketing strategies.
• Lead Scoring and Routing: RevOps enhances the management and prioritization of leads, ensuring high-value prospects are engaged promptly.
• Customer Success: It focuses on maximizing customer lifetime value through streamlined support and engagement processes.
• Quote-To-Cash: RevOps streamlines the quote-to-cash process, reducing friction and accelerating revenue recognition.
• Subscription Management: Effective management of subscription models ensures consistent revenue streams and customer satisfaction.

Benefits of Neutral Third-Party Strategy Consultants

A neutral third-party consultant in RevOps can provide unbiased insights and recommendations, helping to resolve internal disagreements and align strategies with best practices.

“Part of the value any strategy consultant brings is an objective third-party opinion,” Scaler says.

READ MORE: Revenue Operations in Due Diligence: How it Creates More Value

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The RevOps resources in BluWave’s invite-only network of service providers specialize in helping the world’s top business builders on an industry-by-industry basis. They have worked alongside countless companies to operate more efficiently, saving time and money.

Efficient implementation of RevOps can significantly reduce the time to achieve investment goals, acting as a multiplier for returns by streamlining operations and enhancing decision-making processes.

“Time is the biggest issue,” Murphy says. “If you can cover the time perspective of that and reduce it, you get a multiplier in your investment.”

Our research and operations already knows the resources you need before you contact them. They’ll scope your business’s unique situation and provide a short list of tailor-made options within a single business day. Set up a call today to make revenue operations a part of your value creation process.

*Privacy is important to us. While the source and company name have been changed, these are real quotations from a real service provider in the BluWave Business Builders’ Network.

Revenue operations is a valuable strategy businesses use to align sales, marketing, customer success and finance operations to drive growth. RevOps is not just a buzzword; it represents a holistic approach to removing silos between departments, ensuring that each function is working toward the same goals.

By integrating processes, people and technology across the organization, RevOps facilitates a seamless customer journey, from initial awareness through to renewal and expansion.

Private equity firms can benefit from implementing a revenue operations strategy as part of their due diligence process. Traditionally focused on financials, competitive analysis, legal compliance and market position, due diligence that includes a company’s revenue operations provides even greater return on investment post-acquisition.

“Historically, nobody thought about rev ops during the diligence process,” says Max Scaler*, co-founder of MegaGrowth, a service provider in the Business Builders’ Network. “There’s a growing awareness that you need to consider it at least early in an investment.”

This early analysis allows investors to devise a roadmap for RevOps, ensuring the acquired company can hit the ground running post-deal.

READ MORE: Equipping Your Sales Team with ICPs, TAMs Using RevOps

RevOps Process in Due Diligence

When MegaGrowth works with PE firms at the diligence stage, they do what Ryan Murphy*, the service provider’s other co-founder, calls a “soup-to-nuts diagnostic analysis.” This exercise leaves the firm and its portco, should they sign off on the deal, with a clear path forward. It also identifies any risks to the business the PE firm should know about.

READ MORE: What is Commercial Due Diligence?

“What should we prioritize? What projects do we do first, second, third, and building a roadmap, usually for six months or a year at least,” he says. “On day one we’re going to have them launch off and start working on this roadmap. And here’s why, and here’s the return we’re gonna get for each stage. And that’s what we would advocate people do.”

Maximizing the Investment Period

“It’s not just about bolting these together,” Scaler says, “it’s thinking of it as one cohesive process.”

The MegaGrowth co-founder says PE firms typically think about RevOps tactics about six months post-acquisition. It then takes another six months to implement them, meaning the business misses out on an entire year of more efficient growth.

Instead, private equity firms should incorporate revenue operations into their due diligence process.

“Once you’ve got an LOI in place, that’s when it makes a lot of sense to start thinking about this,” Scaler says.

This way, PE firms identify potential efficiencies and growth levers within an investment. Expert third parties who do this on a regular basis can then provide the firm and its portfolio company with a detailed roadmap for post-acquisition value creation.

Budget Planning

Another reason to get a jump on RevOps initiatives is that it makes it much easier to find room in the budget.

“If you did the analysis right after the LOI and you understood what you have, you can earmark or bookmark money for it a lot earlier and then get the investment faster,” Murphy says.

If the company is going to need a new software, it makes more sense to fold that cost into the overall purchase price instead of creating a new line item months into the partnership.

“If the company needs a Salesforce upgrade, if it needs whatever else – a CRM – it’s a lot easier to have that conversation and put it into the company plan when you’re buying it,” Murphy adds. “Once that deal closes and they bought the company it’s very hard to find budget six months afterward once you find these issues and you can’t get it working right.”

READ MORE: How RevOps Accelerates Time to Value for Investments

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When private equity firms invest in revenue operations by partnering with experts like MegaGrowth, they open the door to moving up their value creation timeline while significantly enhancing the return on investment in their hold period.

The RevOps resources in the Business Builders’ Network specialize in helping PE firms on an industry-by-industry basis. They have worked alongside countless companies to operate more efficiently, saving time and money that comes back to them at the end of their hold period.

When you’re ready to connect with one of these service providers, our research and operations team will be here to help. They’ll scope your need and provide a short list of tailor-made options within a single business day. Set up a call today to make revenue operations a part of your due diligence process.

*Privacy is important to us. While the source and company name have been changed, these are real quotations from a real service provider in the BluWave Business Builders’ Network.

As part of BluWave’s quarterly Private Equity Insights Report, BluWave CEO Sean Mooney shares predictions on the PE industry and economy at large.

These forecasts are based on BluWave’s proprietary data, publicly available economic data and Mooney’s instincts from nearly 20 years working in private equity.

To hold himself accountable, here’s a look back at past prognostications and how they fared, as well as current predictions.

ALSO SEE: Top Private Equity Innovators Awards

2024 Predictions

Prediction 1

An Economic Rebound Takes Root

The economy is set to enter a new traditional 6-to-8-year market cycle during the second half of 2024, with the Federal Reserve’s monetary policy more closely reflecting past pre-boom cycles as compared to the “all gas, no brakes” approach during the most recent 15-year cycle.

Prediction 2

PE Sponsors Start Selling

The exit logjam will start to break, driven by an increase in sponsor-backed deals. The median age of PE portfolios is at a nine-year high, and distributions as a percentage of NAV are at a 13-year low. Limited partners are pressuring general partners to provide liquidity and persuading GPs to sell assets, even if below full potential. Top-tier companies will continue to sell at premium valuations, but companies viewed as lower quality will adjust toward more traditional pre-2022 peak-cycle valuations. M&A investment bankers will also support this trend as they need to cover overhead and increase their revenues.

Prediction 3

Now is the Time to “Buy the Bottom” and “Hit the Gas”

Private equity deals completed in 2023 and the first half of 2024 will yield the best returns over the next 6-to-8-year deal cycle, capitalizing on the bottom of this most recent economic cycle.

Prediction 4

Dealmakers Realize AI is a Tactic, Not a Strategy

Just like with the internet circa 1995, the AI boom will evolve, with businesses newly understanding and leveraging AI technology as a value-creating tactical tool that can lower costs, increase the speed of processes and improve decision-making, rather than an overarching ill-defined business strategy in itself.

Prediction 5

Follow the Data

Data scientists will be the hottest new hire in PE firms. As modern data sets continue to expand and evolve and competition in PE grows, PE firms will look to more fully make use of the large data sets that are available, use statistics and apply more powerful tools like Python, SQL and ML/AI techniques. Some private equity firms have already established a considerable first-mover advantage in acquiring these skilled professionals, and the rest of the industry will increasingly follow.

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2023 Predictions

Prediction 1

A Recession is Coming

A recession has to be created in some form by the Fed in order to prevent a situation like the 1980s from happening again. Look for a shallow recession in 2023. PE-backed portfolio companies as a whole will outperform their peers due to their access to liquidity and the preparations that they have taken during the past two years.  As such, look for PE portcos to emerge first and the rest of the economy to follow.  Expect to see real bankruptcies for the first time in more than a decade, which will avail opportunities for special situations investing. Add-on acquisition opportunities will likely also be high as baby boomer owners don’t want to wait for the next cycle and wounded companies seek safety in the hands of more stable PE-backed portfolio companies.

Outcome

We were largely on target here. Whether key segments of the economy are growing less than ~1% or declining ~1%, the impact on broader business was largely the same.

Accuracy

3/3

Prediction 2

Bursting of the VC Bubble

FTX is a canary in the coal mine. Close to $1 trillion was invested in VC during 2017-2021, ~1/3 of which occurred in 2021. Many in the current vintage of VC-backed companies were invested in with relatively little due diligence and are burning significant cash at a time when few can afford to. This will likely lead to a large number running out of runway. For PE tech investors, this will provide platform turnaround and product add-on tuck-in acquisition opportunities.

Outcome

The bank failures at SVB, Signature and First Republic ultimately catalyzed the tumult in VC. Many later-round, non-AI VC-backed companies will continue to experience significant pain and failures. Seed-round companies are and will be funded at more reasonable valuations. A gigantic wave of funding is going into AI startups, in many cases based on the reputation of a single person. Look for many losers and a smaller number of winners in this cohort to ultimately change the world.

Accuracy

3/3

Prediction 3

Return of In-Person Work

Productivity rates plunged by the sharpest rate since 1947 in 2022, in large part because of virtual work, which isn’t as efficient as in-person work. As more companies catch on to this correlation, expect to see in-person work continue to make a return. Hybrid working environments will stay around, but fully virtual environments will increasingly come to an end because businesses with those models are quickly losing ground to more agile in-person competitors.

Outcome

Most of the PE firms we support have strongly returned to mostly in-person work. Many of the latest AI startups in Silicon Valley are also reported to be doing the same based upon the inherent competitive advantages and enhancements to agility and collaboration. Individual contributor roles that don’t require collaboration and mentorship may likely continue to be virtual. Those roles that require collaboration, mentorship and developmental management will increasingly return to meaningfully in-person work.

Accuracy

3/3

Prediction 4

Branding in PE Becomes More Important

In 2023, brands will become evermore important in private equity. Capital is no longer a differentiator, so firms must therefore be able to clearly communicate their unique capabilities to businesses and those in search of capital in the form of a brand. Look for more “Chief Marketing Officer” roles being played in the PE firm landscape.

Outcome

We are seeing ever-increasing engagement by PE firms in places like LinkedIn, email marketing and media channels such as our Karma School of Business private equity podcast. We have yet to see a meaningful increase in chief marketing officers at PE firms but believe this trend will ultimately come to fruition over time.

Accuracy

3/3

Prediction 5

The Broad Rise of Analytics and AI

Tools that were previously only accessible to businesses with multi-million-dollar tech budgets are now accessible to virtually every business. Every company should at the very least be using tools like Snowflake and Tableau or Power BI. The harder part for newly adopting businesses is going to be data quality and defining key metrics. Capable third parties are making use of these tools more actionable. After data quality and visualization are taken care of, PE portcos will move on to higher-order analytics, machine learning, and AI.

Outcome

Throughout Q2 and Q3, we received strong demand for BI, analytics and artificial intelligence for both PE firms and portfolio companies. The advent of AI is proving to be the biggest single catalyzing technology since the dawn of the modern internet in the mid-1990s.

Accuracy

3/3

The manufacturing sector, with its complex supply chains and reliance on precision, stands on the brink of a technological renaissance. As companies look to acquire or merge with manufacturing entities, IT due diligence emerges as a pivotal element, one that can reveal the technological prowess or deficiencies of a target company.

This meticulous examination goes beyond surface-level assessments, delving into the digital sinews that could either empower or inhibit a manufacturing giant’s capabilities.

Let’s look at each aspect of the IT due diligence process and how they can be tailored to manufacturing industry targets.

Preparation

A robust preparation phase is crucial for IT due diligence, particularly in the manufacturing industry where systems and practices may have remained unchanged for decades. This initial stage is about more than just assembling a team; it’s about cultivating a mindset geared toward comprehensive evaluation and future-proofing.

The team must not only have expertise in current IT trends but also in the legacy systems that are often prevalent in manufacturing. They need to be prepared to ask the right questions and to look beyond the surface to understand how IT systems support the manufacturing process, from inventory management to quality control.

Additionally, the preparation phase should involve establishing clear communication channels with the target company to facilitate a smooth and transparent information exchange.

READ MORE: What is Commercial Due Diligence?

Information Gathering

The information-gathering phase extends beyond cataloging software and hardware. It involves understanding the interdependencies of these systems and how they support the manufacturing process. A thorough analysis includes reviewing the lifecycle of IT assets, understanding the maintenance schedules and assessing the robustness of disaster recovery plans.

In manufacturing, where just-in-time delivery models and lean inventories are common, the ability of IT systems to provide real-time data and analytics is critical. This phase should also include interviews with key IT personnel to gain insights into the day-to-day operations and the challenges faced by the current IT infrastructure.

Asset Evaluation

Asset evaluation in the manufacturing sector must account for the unique demands of the industry. This includes considering the impact of IT assets on operational continuity, the ease of integrating new technologies and the support of continuous improvement initiatives.

Evaluating the IT assets also means considering their role in compliance with industry standards and regulations, which can be particularly stringent in manufacturing. The assessment should factor in the scalability of the IT systems to support business growth, the flexibility to adapt to new manufacturing methods and the ease with which the systems can interface with those of suppliers and customers.

READ MORE: Procurement, Sourcing in Manufacturing Industry

Contract Review

A meticulous contract review is essential to uncover any constraints that could limit the target company’s ability to adapt and grow. This step goes beyond confirming service levels and support terms; it involves evaluating the strategic implications of IT-related contracts.

For example, are there long-term agreements in place that could restrict the adoption of more advanced technologies? Are there exclusivity clauses or penalties for changing vendors that could financially burden the company post-acquisition?

The review should also consider data ownership and access rights, which are increasingly important in an era where data is a critical asset.

Risk and Opportunity Identification

Identifying risks in the IT domain requires a keen understanding of the manufacturing sector’s reliance on uninterrupted systems operation.

Risks can range from cybersecurity threats to the obsolescence of critical hardware or software. Conversely, the identification of opportunities should focus on areas where IT can provide a competitive edge, such as through the implementation of advanced analytics for process optimization or by enabling more responsive supply chain management.

This step should also consider the cultural aspects of IT change management within the manufacturing environment, recognizing that the adoption of new technologies will impact employees and workflows.

READ MORE: Power of AI, Data Analytics in IT Due Diligence

Recommendations

The final recommendations should provide a clear, actionable strategy for IT integration and improvement. This strategy must be aligned not only with financial objectives but also with the operational realities of manufacturing.

Recommendations might include a phased technology rollout plan that minimizes disruption to production, or suggestions for workforce training to ensure a smooth transition to new systems. The recommendations should also prioritize initiatives that can deliver quick wins, such as process automation or data centralization, to build momentum and demonstrate the value of IT investments.

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As the manufacturing industry continues to evolve, the significance of IT due diligence cannot be overstated. It is a critical exercise that, when executed with precision, can uncover hidden risks, validate the value of IT assets and identify strategic opportunities for technological advancement.

For investors in the manufacturing space, facing the complexities of IT due diligence requires a specialized skill set. A third-party expert, with a deep understanding of both IT and manufacturing, can be an invaluable ally. They bring a level of insight that ensures due diligence is not just a checkbox exercise but a strategic evaluation that informs investment decisions.

BluWave stands at the ready to connect you with the bespoke expertise your manufacturing IT due diligence requires. Our network of pre-vetted service providers is equipped to handle the unique challenges of the manufacturing sector, ensuring that your IT due diligence process is thorough, insightful and tailored to your specific needs.

To learn more about how BluWave can assist in your IT due diligence efforts and help secure the technological future of your manufacturing investments, reach out to our research and operations teams. Let us guide you to the ideal service provider and ensure that your next acquisition is technologically equipped to thrive in the modern manufacturing landscape.

Commercial due diligence is a critical step for private equity firms considering investment targets. Whether conducting a market analysis, understanding voice of customer or getting intel on the competition, the more accurate information a PE firm can obtain, the more informed their investment choices will be.

In the automotive sector, the stakes are particularly high given the industry’s complexity, rapid technological advancements and shifting consumer preferences.

As the global automotive landscape evolves, with an increased focus on electric vehicles (EVs), autonomous technology and innovative mobility solutions, CDD becomes an indispensable tool for investors to navigate the terrain with confidence.

READ MORE: What is Commercial Due Diligence?

Let’s discuss the main aspects of commercial due diligence and how they apply to the automotive industry.

1. Comprehensive Market Analysis: Size

The automotive industry encompasses a vast ecosystem, including original equipment manufacturers (OEMs), dealerships, aftermarket providers and myriad service-related entities. To understand the market size, investors must dissect the industry into digestible segments. For instance, in the dealership and aftermarket spaces, it’s essential to quantify the number of potential service providers and the extent of services they offer. The goal is to identify the market’s expansiveness and potential growth areas.

A case in point is the burgeoning sector of tech-enabled EV charging infrastructure. As the adoption of EVs accelerates, so does the need for extensive charging networks. A CDD provider must evaluate the current infrastructure, forecast the demand for charging solutions and assess the scalability of businesses within this niche.

2. Comprehensive Market Analysis: Total Addressable Market (TAM)

Determining the TAM provides insights into the revenue potential across the automotive industry’s sub-sectors.

For instance, the TAM for digital marketing platforms serving auto dealerships is shaped by advertising budgets and the digital transformation of marketing strategies.

Similarly, in the emerging market of adventure vans, understanding the TAM involves analyzing consumer trends toward outdoor and lifestyle vehicles, the average spend on upfitting, and the potential for market expansion.

3. Competitive Landscape

A robust competitive analysis is crucial to understand the dynamics of the automotive industry. This involves identifying key players, their market shares and differentiators.

For example, in the machine handling space with applications in automotive manufacturing, it’s important to evaluate the competitive stance of companies providing pneumatic automation systems and their relevance to the industry’s move toward aluminum and other lightweight materials.

When evaluating merger and acquisition brokerage for auto dealerships, understanding the competitive landscape means assessing the consolidation trends, identifying the major players and evaluating the services offered to capture market share in a niche yet dynamic segment.

4. Voice of the Customer (VoC)

VoC research provides a window into the target market’s perceptions and needs. For automotive dealerships, it may involve gathering insights from general managers to understand the effectiveness of digital marketing services and the impact of technological changes such as the shift away from third-party cookies.

For providers of aftermarket products, VoC can reveal customer satisfaction levels, preferences for customization, and the importance of e-commerce channels.

READ MORE: Voice of Customer Process: Methodologies for Better Service

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BluWave clients are increasingly seeking specialized providers on an industry-specific basis. As a result they’re getting valuable insights that would otherwise be unattainable from a generalist third-party.

In times where other PE firms are struggling to get the right information on the timeline they need, equipping yourself with unique data quickly will provide you with competitive edge.

The expertly vetted service providers in the BluWave network have performed countless commercial due diligence analyses specifically in the automotive industry.

Contact our research and operations team to get connected with a short list of PE-grade service providers within a single business day.