The Right Growth Strategy Fits

When executives are challenged to grow their companies, or if they need to address stalled or declining revenue, they need the right growth strategy: one that fits. 

A fitting strategy is specific to their company and where it finds itself. It factors important internal and external parameters. 

A fitting strategy is dependent on a relevant understanding of the company, how it drives revenue, and where revenue can be expanded and augmented. That understanding is necessary input to a growth strategy that scales companies profitably. And achieves growth objectives.

 The right fit also extends to implementation. 

When growth strategy isn’t developed through to the tactics that advance companies to their intended goal, executives are left to fill in the blanks.

 In wonderful contrast though, when growth strategy fits, it drives scalable growth smoothly. 

The strategic, the practical, the tactical are tailored to fit the company—and achieve its objectives.

Template Strategy: Demystifying the Myth.

A strategy that’s made for companies with significantly greater budgets, or that can accommodate a protracted timeline, have different resources, or that cause unreasonable disruption, doesn’t serve the company or its objectives.

Here’s an example: a former enterprise executive joined an emerging company with the promise of growing the company.

Their template approach to growth was sponsoring one spectacular sporting event.

The cost of that sponsorship exceeded the company’s entire annual budget. 

And the template suggestion begs so many questions: would the company’s prospective customers watch that splashy event? Is the emerging company’s logo presented on sporting equipment adequate to generate attention? And interest? And consideration?

Or even recall?

The proposed sponsorship probably fit the executive’s former enterprise company. 

I also expected that if it didn’t drive results there, it wouldn’t upend the enterprise. It would have been back to business as usual.

If that same tactic didn’t drive needed results for the emerging company, it would have been devastating.

I realize that this is an extreme example, but I’ve seen so many variations of ineffective, potentially disastrous, templated strategies. Hopefully, the companies involved spotted them too.

It’s those examples that motivate me to engineer a strategy that fits the company and can be implemented and successful given their circumstances.

Adapting to Parameters.

The only way to truly fit a strategy to a company’s circumstances is to factor the parameters. Every company has them, such as budget limits, hiring freezes, data issues, etc.

Here’s an example: I was reviewing early findings with an enterprise client. He immediately cautioned me not to include any technology development in the recommendations.

He explained that the company had just invested $100 million in a custom development project that failed. Everyone involved had a black eye, and now no one dared bring up technology.

Given that important guidance, I adapted my approach.

I assessed the client’s current technology and determined what supported the new strategy and the processes that I envisioned. I proposed that we expand the valuable existing systems across the company footprint.   

My client gained the benefit of efficient and necessary automation from existing systems, without additional investment, or touching on a sensitive subject.

Parameters must be factored into a client’s growth strategy. That ensures that the strategy can achieve their growth objectives and can be implemented without long delays, impossible investment, unmanageable disruption—or making people’s eyes twitch.

Tactics: Opportunities in Disguise.

Defining tactics involves more than setting out a project plan. Developing a tactical plan to support a strategy only improves the fit.

Setting out tactics ensures that the strategy is achievable with the envisioned team members, systems, and processes. The effort mitigates surprises, like missing steps or systems, that could delay or scuttle the planned results.

Defining a strategy through to tactics ensures that the client will efficiently reap the opportunity, the revenue, and the profits intended.

All Together Now.

My objective is to drive needed results. 

From my signature system, I engineer strategy and the accompanying work plan to fit the client’s circumstances, environment, opportunities and challenges, their resources, timeline, and budget, etc.

The fit doesn’t take ages, and because it’s specific to the company, I work to minimize disruption too. 

No predefined approach, no point solution, no one-size-fits-every can be as effective.

My clients gain relevant, achievable strategy that bridges their particular starting point to their objectives, scales their company—and quickly drives predictable, steady revenue growth. 

I devise strategies to achieve your company’s objectives, whether that’s:

✔️ Reach a growth objective (like doubling revenue)

✔️ Reverse a revenue dip or drop

✔️ Scale the company

✔️ Increase & speed customer acquisition, growth & renewal

✔️ All of the above

My strategies are effective because they’re specific to your business, your customers, and your circumstances, environment, and resources.

I pinpoint revenue opportunities & revenue leakage across your company. I often uncover new revenue sources in the process.

Then, I develop data-driven strategies that grow your revenue quickly, and as you progress to your larger goals.

For my clients, I quickly turn declining revenue into steady revenue growth.

Purposefully. Confidently. Effectively.

If you need a comprehensive strategy that factors current realities & directs you to grow predictable revenue, contact me.

Photo Credit: Ryoji Iwata.