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
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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B2B growth depends on concentrating effort where buying potential is real
Account-based growth works when commercial attention follows account need, buying conditions, value potential and strategic fit.
Customer growth depends on keeping value relevant after the first sale
Retention and expansion are shaped by ongoing outcomes, relationship quality, switching conditions and opportunities to deepen use.
Strategic challenges
Which digital channels create valuable growth rather than more transactions?
The challenge is comparing reach with margin, customer quality and dependence on platforms the business does not control.
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
A proposition is weak if it only explains why the company likes its own product
Customer value should be defined from the buyer's problem and alternatives, not from internal pride in features.
RevOps cannot integrate a commercial engine the organization has never designed
Alignment requires explicit process and accountability choices, not simply a common technology stack.
Strategic impact
Pricing discipline makes value capture and commercial trade-offs more visible
Clear architecture and decision rules help management align price with customer value, demand conditions and economic objectives.
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.
What we observe
Segmentation often creates categories that nobody uses in day-to-day selling
Analytical sophistication adds little when segments do not change account selection, offers or commercial coverage.
Retention programs often intervene after customer value has already deteriorated
Late-stage save activity cannot compensate for poor experience, weak outcomes or declining relevance across the relationship.