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
Marketing strategy decides where attention and persuasion should be concentrated
It connects customer priorities, brand, demand creation, channels and investment choices around defined commercial outcomes.
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.
Strategic challenges
Which accounts genuinely justify disproportionate commercial attention?
The challenge is distinguishing attractive targets from large accounts with weak need, timing or likelihood to buy.
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
The price list does not determine what the business actually earns
Revenue management should focus on realized economics and commercial behavior, not nominal price architecture alone.
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
A clear brand strategy concentrates meaning across customer interactions
Consistent positioning helps products, communications and experiences reinforce the same reasons for customer preference.
A clear growth strategy concentrates investment on the strongest value pools
Comparing opportunities across demand, economics and capability helps leadership decide where to expand, build or withdraw.
What we observe
Retail networks often expand from footprint targets rather than unit economics
Store counts can rise while cannibalization, weak catchments and operating costs gradually dilute network performance.
Partnership programs often celebrate signed alliances before proving commercial value
Announcements can multiply while pipeline, execution responsibilities and economic contribution remain vague.