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.
Discover the macroEditorial overview
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
Distribution growth depends on productive reach, not footprint alone
Expansion creates value when new outlets, territories and partners connect real demand with viable service economics.
Commercial segmentation should change who gets served and how
Useful segments reflect differences in value, need and buying behavior that materially alter commercial decisions.
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 customer differences are important enough to change commercial action?
The challenge is creating segments that are distinct enough to influence proposition, coverage and resource allocation.
POV
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.
More brands do not create more market coverage if customers see no difference
Portfolio breadth has value only when each brand serves a distinct strategic and commercial purpose.
Strategic impact
A coherent revenue model improves visibility across the commercial funnel
Shared processes and measures help teams manage demand, pipeline and customer progression with fewer disconnected handoffs.
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.
What we observe
Sales enablement often adds content and tools without reducing seller friction
More resources can increase complexity when account priorities, workflows and management expectations remain unclear.
Consumer growth plans often depend too heavily on acquisition and promotion
Volume can rise while loyalty, margin and repeat purchase weaken, leaving growth dependent on continued spending.