The next omnichannel growth model
How digital channels, marketplaces and physical networks can work as one commercial system rather than competing routes to the same customer.
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Sales, marketing and growth strategy
Align sales, marketing and growth strategy around markets, customers, channels, demand and commercial performance.
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Articles
Growth strategy after the easy growth is gone
How companies can identify the next growth arenas by integrating customer economics, channels, partnerships and portfolio choices.
Read articleFocus
Revenue operations should make the commercial system easier to manage
The commercial engine connects pipeline, process, data, incentives and ownership across marketing, sales and customer management.
Retail growth depends on unit economics before network expansion
New stores and franchises create value only where local demand, format and operating economics support a viable unit model.
Strategic challenges
Where is the business giving away value it has already created?
The challenge is identifying leakage across list prices, discounts, terms, mix and inconsistent commercial decision-making.
Which growth opportunities deserve scarce capital and leadership attention?
The challenge is distinguishing attractive ideas from opportunities with credible demand, economics and organizational fit.
POV
Account-based growth is not personalized marketing to a longer target list
Its value comes from sharper commercial choices about where the organization should spend scarce selling capacity.
Retention is not a campaign; it is an outcome of continuing customer value
If customers need constant incentives to stay, the underlying relationship is weaker than the retention rate suggests.
Strategic impact
Account-based growth aligns commercial resources with the highest-value opportunities
Clear account priorities help sales and marketing coordinate around buying groups, needs and realistic revenue potential.
A clear proposition aligns product, pricing and commercial communication
Explicit customer value helps teams reinforce the same reasons for choice across development, sales and marketing.
What we observe
Digital growth plans often optimize sales while underweighting channel dependence
Marketplace revenue can scale quickly while margins, customer ownership and bargaining power deteriorate.
Pricing programs often change list prices while leaving discount behavior untouched
Headline increases can disappear through exceptions, weak controls and incentives that reward volume regardless of realized price.