Commercial Turnaround

Questions this answers

Is this a market problem or an execution problem?

That separation is the first deliverable. The diagnosis reads the commercial engine against the market it operates in, so a demand problem, a channel problem, a pricing problem and an execution problem don't all get treated as the same thing.

Where are we actually losing revenue?

The diagnosis names where revenue is being lost rather than describing general underperformance, and the channel and funnel review is what it rests on.

Is our pricing wrong for this market?

Pricing and packaging are reviewed as part of the diagnosis. In a market entered on home-market assumptions this is one of the more common findings, and it is read against local conditions rather than against the original plan.

Are our partners and channels performing?

A partner and distribution performance read is a named deliverable — which channels are producing, which are absorbing effort without returning it, and what that implies for the fix list.

What do we stop doing?

Stated explicitly, as its own deliverable. A fix list that only adds work is not executable by a team that is already stretched, which is usually the situation a turnaround starts from.

In what order do we fix it?

The fix list is sequenced by what moves revenue soonest, and comes with an operating rhythm — owners, decisions, checkpoints — so the sequence survives contact with the week.