收入增长管理 (RGM)：企业兑现盈利承诺、提振股东信心的“硬通货”

Core Insights - Revenue Growth Management (RGM) has evolved from a debated concept to a strategic priority for boards, with over half of the top 20 global consumer goods companies identifying RGM as central to pricing power, profit protection, and high-quality growth [1][3] - RGM is now a key agenda for CEOs, serving as both a short-term performance booster and a long-term value creator for shareholders [1] Group 1: Organizational Focus and Implementation - Companies are shifting their focus from whether to establish RGM capabilities to how to scale these capabilities through appropriate organizational structures, resource allocation, and empowerment mechanisms [3] - Many companies are building suitable organizational frameworks and resource allocations to support RGM, ensuring close collaboration between RGM functions and profit & loss (P&L) leaders [3][4] - Despite 67% of CEOs recognizing RGM as a key enabler of financial performance, only one-third of RGM leaders feel their teams are equipped to realize their full potential [3][4] Group 2: Competitive Advantages of Leading Companies - Leading companies derive their RGM competitive advantage from three key initiatives: granting RGM strategic decision-making authority, integrating RGM closely with business operations, and ensuring team configurations align with growth decision-makers [7][9] - 71% of RGM leaders are at the same level or just below P&L leaders globally, with this figure rising to 88% at the local market level, indicating a close reporting relationship that transforms RGM into a co-creator of growth strategies [7][9] - Over half of RGM leaders report directly to business profit centers rather than traditional cost centers, allowing for a focus on growth and profit effectiveness [9] Group 3: Scaling RGM Capabilities - Companies in a "fully empowered" state typically invest systematically and at scale in RGM, with leading firms averaging 5.9 full-time equivalents (FTEs) per 1,000 employees, compared to 2.6 FTEs in partially empowered firms [10][12] - Leading companies emphasize scalability in their RGM team structures, with less than half of personnel located in local markets, allowing for centralized expertise and resource flexibility [12] - RGM functions are increasingly involved in upstream decision-making processes, ensuring pricing, promotional mechanisms, and product management are integrated into overall strategic design from the outset [13][16] Group 4: Technology and Data Integration - The application of technology and AI in RGM is rapidly advancing, with most companies recognizing the need for smarter, data-driven growth execution [18][20] - Approximately 10% of companies have implemented systematic, scalable RGM solutions across multiple markets, indicating early-stage deployment of AI-driven tools [18][20] - Key actions for scaling AI applications include establishing standardized RGM process blueprints and creating a single source of truth for data governance [21][22] Group 5: Challenges to RGM Scaling - Significant challenges to RGM scaling include disparities in technology and data capabilities, with half of RGM professionals identifying these as major bottlenecks [26] - Many teams possess the analytical skills for RGM but lack systematic mechanisms to translate insights into actions, with only 14% of companies achieving scalable RGM capability development [27] - Resource capacity is a primary constraint for leading companies, with 83% identifying it as a top barrier to scaling RGM efforts [29] Group 6: Future Directions for RGM - RGM's role is transitioning from a downstream execution function to an upstream value co-creator, necessitating deeper integration into tactical sales and operations planning [16][34] - The next critical step is institutionalizing RGM capabilities within organizational workflows and core decision-making processes to drive sustained business outcomes [34][36] - Companies are encouraged to leverage RGM as an operational system for profit growth, transforming specialized knowledge into institutional capabilities [34][36]