1、22/09/2022INDEPENDEN T P U B L I C AT I O N BY#0829R AC O N T EU R.NE TYou cant sell like you used to.We can help.Deep Sales.A25013_2d_LI_LSS_LondonTImes_FrontPageBanner_264x50_ISONews26v4.indd09.20.2022EPSONRQDA25013x03D_Blue_Grad_12x22_ISONews26v4.tifA25013x01E_BI_LinkedIn_Chicago_Shot67_Bernies_R

2、esturant_077_ISONews26v4.tifREVENUE&GROWTH STRATEGIESTHE SECRETS OF CUSTOMER SUCCESS04HOW TO THRIVE IN A FALTERING ECONOMY03WHY ITS TIME TO DROP THE SALES FUNNEL12R A C O N T E U R.N E TR E V E N U E&G R O W T H S T R AT EG I E S0302hen Dame Angela Ahrendts was CEO of Burberry from 2006 to 2014,her

3、tenure at the FTSE-100 fashion house coin-cided with the global financial crisis and the so-called great recession that ensued.Despite two years of economic turmoil,the companys valuation more than tripled while she was at the helm.Ahrendts said later that she had been“taught never to waste a good r

4、ecession”.Her spin on Sir Winston Churchills wartime quip,“never let a good crisis go to waste”,goes against the conventional wisdom that economic downturns are uni-versally bad for business.History has shown that they can present opportunities for growth.But how can companies best identify and expl

5、oit those opportunities?As another recession looks inc-reasingly likely in the UK,the first move for business leaders should beto conduct a thorough check on their firms fundamentals.Thats the view of Ben Parry-Jones,COO of CFPro,a consultancy advising busi-nesses in a wide range of sectors.“Put bac

6、k-up lines of credit in place,bring down aged debtors and ensure that you have a strong rela-tionship with your shareholders,”he recommends.“Get to grips with your cost structure and run a what-if?sensitivity analysis to look at how changes in variables such as unit costs would affect your profits.T