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.
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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
Pricing becomes a strategic growth lever
How pricing, proposition design and revenue operations can improve monetization without relying on volume growth alone.
Read articleFocus
Commercial segmentation should change who gets served and how
Useful segments reflect differences in value, need and buying behavior that materially alter commercial decisions.
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.
Strategic challenges
Where does revenue leak between commercial teams and processes?
The challenge is identifying breakdowns in ownership, handoffs and data that weaken conversion or obscure commercial performance.
Which accounts genuinely justify disproportionate commercial attention?
The challenge is distinguishing attractive targets from large accounts with weak need, timing or likelihood to buy.
POV
Growth is not a strategy if everything attractive becomes a priority
Real growth strategy requires saying no to opportunities that compete for resources without sufficient economic logic.
Portfolio complexity is not customer choice when nobody understands the difference
An offer should earn its place through distinct customer value and economics, not organizational history.
Strategic impact
Segmentation sharpens where commercial resources and propositions should differ
Clear segment economics help management align targeting, service levels and sales effort with customer potential.
A clear offer portfolio improves decisions on investment and commercial focus
Defined roles and economics help management decide what to grow, reshape, bundle, simplify or remove.
What we observe
Brand strategies often rely on broad values that every competitor could claim
Generic language creates internal agreement but little external differentiation or reason for customers to choose.
Partnership programs often celebrate signed alliances before proving commercial value
Announcements can multiply while pipeline, execution responsibilities and economic contribution remain vague.