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Revenue Archetype Framework

📄 Description

This revenue archetype framework is a tool for understanding the needs, challenges, and goals of different prospect groups in the B2B sector and how these factors influence the sales process and product fit. The revenue archetypes can be used by the sales teams to select prospects and tailor their sales pitch and product offerings to better meet the specific needs of each prospect. By understanding the revenue archetype of a prospect, the sales team should be able to effectively communicate the value of Zoovu´s products and therefore increase the likelihood of a successful and faster deal.
The framework will be developed based two key criteria, the complexity and digitalization of the prospects sales process. This frameworks splits them into four groups (simple, moderate, complex, very complex) with four stage of digitalization (analog, transitional, transformative and digital). The complexity of the sales process tends to define the organizational structure and digitalization goals. Consequently, this framework offers individual criteria to evaluate each group on.
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📏 Key Criteria and Segmentation

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Sales Complexity

B2B sales can be complex for a variety of reasons. The complexity may vary depending on the industry and the type of products being sold. In recent years, many B2B companies have sought to decrease complexity and the need for individualized solutions through modularization and the use of technology. This can be achieved by either enabling customers to purchase products independently through digital channels or by streamlining the sales cycle. By successfully implementing these strategies, B2B companies can significantly reduce costs and improve efficiency.
The following criteria are employed to assess the complexity of a sales process:
The complexity of the products: Products that are highly technical or specialized may require more detailed explanations and demonstrations to potential customers, increasing the complexity of the sales process.
The level of customization required: Products that require a high degree of customization may be more complex to sell, as they may require more time and effort to tailor to the specific needs and requirements of individual customers.
The need for technical expertise or specialized knowledge: Products that require a high level of technical expertise or specialized knowledge may be more difficult to sell, as they may require sales teams to have a deeper understanding of the underlying technology or processes involved.
Price of the product: Generally, the higher the price of the product or service, the more complex the sales process may be.
Based on these criteria’s the prospects can be segmented into:
Simple: The sales process is straightforward and involves minimal complexity. This might be the case for companies selling low-cost, commoditized products or services that have a wide appeal and require little customization. Examples of simple products might include office supplies, basic raw materials, or other low-cost goods that are widely available.
Moderate: The sales process involves some complexity, but it is still manageable. This might be the case for companies selling products that require some customization or have more specialized appeal, but are still relatively straightforward to sell. Examples of moderate complexity products might hardware or electrical products that requires some customization or configuration to meet the specific needs of the customer that are relatively straightforward to deliver.
Complex: The sales process is highly complex and requires a high level of expertise and resources to navigate. This might be the case for companies selling highly specialized or technical products that require extensive customization or involve a long sales cycle. Examples of complex products might include advanced industrial machinery or equipment, or other specialized products that require a high level of technical knowledge to sell and support.
Very complex: The sales process is extremely complex and may involve multiple layers of decision makers, extended negotiations, and other challenges. This might be the case for companies selling highly specialized or innovative products that are difficult to understand or require a high level of trust and confidence from potential customers. Examples of very complex products might include cutting-edge technology or scientific equipment, or highly customized solutions that require significant resources to develop and deliver.
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Sales Digitalization

The digitalization of B2B company's sales processes can be assessed by examining the extent to which technology is utilized to support and facilitate the process of selling products or services to other businesses. This can include the use of digital tools and platforms to manage sales leads, communicate with potential customers, and complete transactions. The level of e-commerce and the number of sales executives involved in the process can also be taken into consideration.
A high level of digitalization in a B2B company's sales process signifies a strong reliance on technology and digital channels to efficiently connect with and serve a large number of business customers. In contrast, a low level of digitalization indicates a more traditional, non-digital approach to sales.
The following criteria are employed to assess the digitalization of a sales process:
Use of digital tools and technology: This includes the use of online platforms and tools such as PIM and Commerce Cloud and their level of maturity and quality.
Level of customer experience: This includes ease of discovery, searchability, relevance of results, comparisons, customizations, recommendations.
Specialization of digital positions: This includes the level of granularity of job positions within the digital value chain.
Based on these criteria, a company's sales process can be rated on a scale from 1 to 5, with 1 being the least digitalized and 5 being the most digitalized. This scale can be utilized to assess the value and need that Zoovu products offer.
Based on these criteria’s the prospects can be segmented into:
Analog: Are those that have a non-digital sales approach. Their products are typically sold through sales representatives, and they do not have specialized digital positions within their digital channels. Customers often get most of their information about products and services through sales representatives, with limited information available through digital channels. These digital channels are often managed by the marketing department, and their primary purpose is often to generate leads. If analog companies are planning to digitalize their sales, they need to start by introducing basic digital tools and technologies, such as an online shop and a product information system. They may also need to create new positions responsible for the digital value chain.
Transitional: Are in the process of undergoing digital transformation. This typically involves moving from traditional business models and practices to more digitally-focused ones, and can include the adoption of new digital technologies, the development of new digital products and services, and the creation of new digital channels and touchpoints. These companies do not have all of the necessary digital tools and technologies in place yet, and may still be implementing and integrating them into their operations. They are also likely working to improve their user experience and create more intuitive digital experiences for customers. New job positions dedicated to driving digital transformation efforts are often created. The goal is typically to increase the percentage of sales generated through digital channels and reduce reliance on analog sales channels.
Transformative: Have a digitalized sales process, which means that they use digital technologies and channels to generate a significant portion of their revenue. However, they have not reached the full maturity of their digital sales process, and are have to improve and optimize their use of digital technologies and digital sales processes. Transformative companies typically have specific positions within the company dedicated to managing the digital value chain, with a high degree of granularity. These individuals are responsible for identifying and implementing new digital technologies and strategies that can help the company improve its sales process and compete more effectively in the digital marketplace.
Digital: Are companies that have fully embraced digital transformation and are maximizing the potential of digital technologies and channels in their sales process. These companies have highly developed and optimized digital sales processes and are able to generate a significant portion of their revenue through digital channels. They have fully integrated digital technologies into their operations and have a strong online presence. Customers are able to easily find and purchase products and services online, and the user experience is highly personalized and seamless. Digital companies typically have a well-established digital value chain, with dedicated teams and positions responsible for managing and optimizing digital sales processes. They are constantly innovating and experimenting with new digital technologies and strategies to stay ahead of the competition and drive growth.



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