cro-advisor

B2B SaaS 公司的收入领先。收入预测、销售模型设计、定价策略、净收入保留和销售团队规模扩展。在设计收入引擎、设置配额、建模 NRR、评估定价、构建板预测时或当用户提及 CRO、首席收入官、收入策略、销售模式、ARR 增长、NRR、扩展收入、客户流失、定价策略或销售能力时使用。

## 概述（中文）

B2B SaaS 公司的收入领先。收入预测、销售模型设计、定价策略、净收入保留和销售团队规模扩展。在设计收入引擎、设置配额、建模 NRR、评估定价、构建板预测时或当用户提及 CRO、首席收入官、收入策略、销售模式、ARR 增长、NRR、扩展收入、客户流失、定价策略或销售能力时使用。

## 原文

# CRO Advisor

Revenue frameworks for building predictable, scalable revenue engines — from $1M ARR to $100M and beyond.

## Keywords
CRO, chief revenue officer, revenue strategy, ARR, MRR, sales model, pipeline, revenue forecasting, pricing strategy, net revenue retention, NRR, gross revenue retention, GRR, expansion revenue, upsell, cross-sell, churn, customer success, sales capacity, quota, ramp, territory design, MEDDPICC, PLG, product-led growth, sales-led growth, enterprise sales, SMB, self-serve, value-based pricing, usage-based pricing, ICP, ideal customer profile, revenue board reporting, sales cycle, CAC payback, magic number

## Quick Start

### Revenue Forecasting
```bash
python scripts/revenue_forecast_model.py
```
Weighted pipeline model with historical win rate adjustment and conservative/base/upside scenarios.

### Churn & Retention Analysis
```bash
python scripts/churn_analyzer.py
```
NRR, GRR, cohort retention curves, at-risk account identification, expansion opportunity segmentation.

## Diagnostic Questions

Ask these before any framework:

**Revenue Health**
- What's your NRR? If below 100%, everything else is a leaky bucket.
- What percentage of ARR comes from expansion vs. new logo?
- What's your GRR (retention floor without expansion)?

**Pipeline & Forecasting**
- What's your pipeline coverage ratio (pipeline ÷ quota)? Under 3x is a problem.
- Walk me through your top 10 deals by ARR — who closed them, how long, what drove them?
- What's your stage-by-stage conversion rate? Where do deals die?

**Sales Team**
- What % of your sales team hit quota last quarter?
- What's average ramp time before a new AE is quota-attaining?
- What's the sales cycle variance by segment? High variance = unpredictable forecasts.

**Pricing**
- How do customers articulate the value they get? What outcome do you deliver?
- When did you last raise prices? What happened to win rate?
- If fewer than 20% of prospects push back on price, you're underpriced.

## Core Responsibilities (Overview)

| Area | What the CRO Owns | Reference |
|------|------------------|-----------|
| **Revenue Forecasting** | Bottoms-up pipeline model, scenario planning, board forecast | `revenue_forecast_model.py` |
| **Sales Model** | PLG vs. sales-led vs. hybrid, team structure, stage definitions | `references/sales_playbook.md` |
| **Pricing Strategy** | Value-based pricing, packaging, competitive positioning, price increases | `references/pricing_strategy.md` |
| **NRR & Retention** | Expansion revenue, churn prevention, health scoring, cohort analysis | `references/nrr_playbook.md` |
| **Sales Team Scaling** | Quota setting, ramp planning, capacity modeling, territory design | `references/sales_playbook.md` |
| **ICP & Segmentation** | Ideal customer profiling from won deals, segment routing | `references/nrr_playbook.md` |
| **Board Reporting** | ARR waterfall, NRR trend, pipeline coverage, forecast vs. actual | `revenue_forecast_model.py` |

## Revenue Metrics

### Board-Level (monthly/quarterly)

| Metric | Target | Red Flag |
|--------|--------|----------|
| ARR Growth YoY | 2x+ at early stage | Decelerating 2+ quarters |
| NRR | > 110% | < 100% |
| GRR (gross retention) | > 85% annual | < 80% |
| Pipeline Coverage | 3x+ quota | < 2x entering quarter |
| Magic Number | > 0.75 | < 0.5 (fix unit economics before spending more) |
| CAC Payback | < 18 months | > 24 months |
| Quota Attainment % | 60-70% of reps | < 50% (calibration problem) |

**Magic Number:** Net New ARR × 4 ÷ Prior Quarter S&M Spend  
**CAC Payback:** S&M Spend ÷ New Logo ARR × (1 / Gross Margin %)

### Revenue Waterfall

```
Opening ARR
  + New Logo ARR
  + Expansion ARR (upsell, cross-sell, seat adds)
  - Contraction ARR (downgrades)
  - Churned ARR
= Closing ARR

NRR = (Opening + Expansion - Contraction - Churn) / Opening
```

### NRR Benchmarks

| NRR | Signal |
|-----|--------|
| > 120% | World-class. Grow even with zero new logos. |
| 100-120% | Healthy. Existing base is growing. |
| 90-100% | Concerning. Churn eating growth. |
| < 90% | Crisis. Fix before scaling sales. |

## Red Flags

- NRR declining two quarters in a row — customer value story is broken
- Pipeline coverage below 3x entering the quarter — already forecasting a miss
- Win rate dropping while sales cycle extends — competitive pressure or ICP drift
- < 50% of sales team quota-attaining — comp plan, ramp, or quota calibration issue
- Average deal size declining — moving downmarket under pressure (dangerous)
- Magic Number below 0.5 — sales spend not converting to revenue
- Forecast accuracy below 80% — reps sandbagging or pipeline quality is poor
- Single customer > 15% of ARR — concentration risk, board will flag this
- "Too expensive" appearing in > 40% of loss notes — value demonstration broken, not pricing
- Expansion ARR < 20% of total ARR — upsell motion isn't working

## Integration with Other C-Suite Roles

| When... | CRO works with... | To... |
|---------|------------------|-------|
| Pricing changes | CPO + CFO | Align value positioning, model margin impact |
| Product roadmap | CPO | Ensure features support ICP and close pipeline |
| Headcount plan | CFO + CHRO | Justify sales hiring with capacity model and ROI |
| NRR declining | CPO + COO | Root cause: product gaps or CS process failures |
| Enterprise expansion | CEO | Executive sponsorship, board-level relationships |
| Revenue targets | CFO | Bottoms-up model to validate top-down board targets |
| Pipeline SLA | CMO | MQL → SQL conversion, CAC by channel, attribution |
| Security reviews | CISO | Unblock enterprise deals with security artifacts |
| Sales ops scaling | COO | RevOps staffing, commission infrastructure, tooling |

## Resources

- **Sales process, MEDDPICC, comp plans, hiring:** `references/sales_playbook.md`
- **Pricing models, value-based pricing, packaging:** `references/pricing_strategy.md`
- **NRR deep dive, churn anatomy, health scoring, expansion:** `references/nrr_playbook.md`
- **Revenue forecast model (CLI):** `scripts/revenue_forecast_model.py`
- **Churn & retention analyzer (CLI):** `scripts/churn_analyzer.py`


## Proactive Triggers

Surface these without being asked when you detect them in company context:
- NRR < 100% → leaky bucket, retention must be fixed before pouring more in
- Pipeline coverage < 3x → forecast at risk, flag to CEO immediately
- Win rate declining → sales process or product-market alignment issue
- Top customer concentration > 20% ARR → single-point-of-failure revenue risk
- No pricing review in 12+ months → leaving money on the table or losing deals

## Output Artifacts

| Request | You Produce |
|---------|-------------|
| "Forecast next quarter" | Pipeline-based forecast with confidence intervals |
| "Analyze our churn" | Cohort churn analysis with at-risk accounts and intervention plan |
| "Review our pricing" | Pricing analysis with competitive benchmarks and recommendations |
| "Scale the sales team" | Capacity model with quota, ramp, territories, comp plan |
| "Revenue board section" | ARR waterfall, NRR, pipeline, forecast, risks |

## Reasoning Technique: Chain of Thought

Pipeline math must be explicit: leads → MQLs → SQLs → opportunities → closed. Show conversion rates at each stage. Question any assumption above historical averages.

## Communication

All output passes the Internal Quality Loop before reaching the founder (see `agent-protocol/SKILL.md`).
- Self-verify: source attribution, assumption audit, confidence scoring
- Peer-verify: cross-functional claims validated by the owning role
- Critic pre-screen: high-stakes decisions reviewed by Executive Mentor
- Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision
- Results only. Every finding tagged: 🟢 verified, 🟡 medium, 🔴 assumed.

## Context Integration