The Growth Challenge
1. Growth demands unwavering commitment—the Will to Grow. Senior management must rigorously emphasize and reinforce growth as the number 1 priority with rigorous, consistent delivery across all internal and external touchpoints.
2. Growth—for growth’s sake—is not always good. Growth can be sacrificial, resulting in short-term volume gains by compromising long-term strength.
3. Growth must harness the tangible and intangible elements. Intangibles are both emotive and identity-based and connect to specific, well-defined tangible assets.
4. Growth requires a supportive, practicing culture. The structure and environment should encourage risk, tolerate failure, and most importantly, translate insights into institutional knowledge and effective decision-making.
5. Growth potential must be combined with the realities of competency, economics, and risk, often requiring an evolution of the company’s business model.
6. Growth requires a portfolio view of the brands, products, and services—understanding how each major aspect influences the others.
2. Growth—for growth’s sake—is not always good. Growth can be sacrificial, resulting in short-term volume gains by compromising long-term strength.
3. Growth must harness the tangible and intangible elements. Intangibles are both emotive and identity-based and connect to specific, well-defined tangible assets.
4. Growth requires a supportive, practicing culture. The structure and environment should encourage risk, tolerate failure, and most importantly, translate insights into institutional knowledge and effective decision-making.
5. Growth potential must be combined with the realities of competency, economics, and risk, often requiring an evolution of the company’s business model.
6. Growth requires a portfolio view of the brands, products, and services—understanding how each major aspect influences the others.
Opportunity
Never before has there been a greater need for Consumer-Inspired Growth.
Our approach can deliver enduring growth within the scope of the agreed-upon company vision. It provides several disciplines that deliver superior and enduring results by increasing brand commitment.
- Lack of understanding of what consumers truly value and what they will pay
- Inability to effectively anticipate where and what to invest in for future growth
- Traditional external growth levers are losing their impact
- Forgoing genuine growth and instead embracing sacrificial growth (near-term volume gains which compromise long-term strength and value)
Our approach can deliver enduring growth within the scope of the agreed-upon company vision. It provides several disciplines that deliver superior and enduring results by increasing brand commitment.
- Consumer View: Provides great clarity on who you should serve, why they are committed, and what your true basis for advantage is.
- Benefits: Defines the essential benefit bundle (antes and drivers) required to be successful, while identifying which benefits are not relevant, all in the context of your brand’s evolution and category migration.
- Intangibles: These are the basis for brand commitment. Depicting them, connecting them to the tangible levers and offerings that you control, and finally measuring their strength and effectiveness.