Earlier this year, the Atomic Revenue team was very excited to help lead the first-ever Midwest Manufacturing Advisers’ webinar, Tough Topics in Manufacturing, featuring speakers from Swip Systems, Mueller Prost, Evans & Dixon, and Atomic Revenue.
Digital Operations encompasses your entire digital footprint and the results from your digital marketing, sales, and customer advocacy efforts. Each element of your digital presence must not only have its own strategy but work in correlation with every other element. Your website is your primary piece of online real estate, but how does social media marketing feed into that?
What is your content strategy to drive qualified leads? How does marketing automation play into developing those leads to be sales-ready? Does your online presence encourage your community to advocate on your behalf? If you’re not sure, it may be time to rethink your digital operations approach.
Are you reassessing and realigning your company’s operations strategies for the new selling paradigm we are all facing? If so, where do you focus your efforts to optimize growth – business operations strategies or revenue operations strategies, or both?
Are you one of those? Are you just like all the other marketing companies? Engineering firms? Technology companies? CEOs or business owners? To the untrained, public eye, all businesses are clumped together in categories without differentiators – there is a magical ripple effect of sameness from one marketing company to the next, one tech company to the next, and so on.
Atomic Revenue is excited to announce a new subsidiary, AuVis, Inc., dedicated to full-service business intelligence and automated data visualization solutions.
AuVis, Inc. (short for Automated Visualization) will launch with one initial product offering, Molecule, a cloud-based KPI reporting solution with a unique subscription model. Over the past two and a half years, Atomic Revenue developed Molecule to provide clients with a more cost-effective solution for data access, visualization, and analytics. Originally envisioned as a performance reporting tool for their customers, Atomic Revenue’s team of wicked smart, self-directed problem solvers realized the broader application of their data analysis processes.
What if you walked into a doctor’s office, and without discussing your symptoms, he or she offered a course of treatment and presented a diagnosis – would you feel comfortable?
Atomic Revenue is pleased to introduce its new Board of Managers. This announcement is the culmination of a process to broaden and deepen the experience and skillsets of Atomic Revenue’s leadership team to reflect the range of expertise and perspective we bring to our customer engagements.
In 2014, after many years in sales and sales leadership roles around the country, Ryan started Algorythmics, a company devoted to the discipline of sales operations. Nine months later he met Tara Kinney, now CEO of Atomic Revenue, who at the time owned a marketing operations firm. The two created a partnership and co-founded Atomic Revenue to combine sales and marketing operations with the intent of helping companies align both disciplines for the achievement of customer success.
Revenue Operations, as defined by Atomic Revenue, is about optimizing the entire process of how revenue flows through your company, combining strategy and tactics for lead generation, sales conversion, and customer advocacy. The underlying principles of revenue operations and your people, process, and data should all work in harmony to facilitate efficient end-to-end revenue production™
Quantum Solutions, Inc. is a nationwide, full-service integrator of industrial automation systems. They engineer, implement, upgrade, and support PLC and HMI control systems that improve efficiency and production for the agricultural, paper and pulp, food and beverage, oil and gas, waste-water treatment, chemical, and other industries. For decades, they have implemented systems that ultimately improve the bottom line for their clients. Though existing clients continued to grow, their problem was shortage of new clients, diversification of clients, and stagnant revenue.