We help clients make decisions with enhanced confidence. Decisions that are grounded in facts from the market, customers, competitors and suppliers are destined to be more successful. We deliver action-oriented research designed to identify tangible ways to accelerate growth.
Examples of the strategic growth decisions we contribute to:
- Should we enter this market?
- Are our hypotheses about customer needs and opportunities correct?
- Should we acquire competitor X?
- What is the best means to serve this market – products, channels, price points, value propositions, etc?
- How can we compete more effectively, given A, B and C?
- How can we fix our historical problem with XYZ?
We quantify and prioritize opportunities for new products or services, new distribution channels, new geographies, mergers and/or acquisitions, amongst others as part of business growth consulting.
- Attractiveness of expansion opportunities -- size, growth, and potential profit pool
- Success factors required and comparison to company capabilities
- Both organic and inorganic growth initiatives
- Competitive landscape and any barriers to entry
- Market gaps, risks and opportunities
Contact us to learn more about our research-based growth consulting.
industrial & manufacturing
technology & communications
consumer products & services
food & beverage
A client assumed it could successfully enter an ancillary market by leveraging its existing strengths. Doing so would allow its customers to buy additional products from it, reducing their supplier base. Unfortunately, these were only assumptions…read more
The private equity client was nervous. The acquisition target had no data on market dynamics, was unwilling to share customer lists and had dozens of competitors swirling. How to submit a competitive bid without insights about the market’s potential (and the target’s positioning)?read more
A lower-middle market private equity group faced a dilemma. The bankers running a sale process were triple-tracking bidders and gave them all a very tight window in which to respond with a bid. We distilled our client’s concerns down to three core hypotheses to confirm or refute. Oh, and we completed the assignment in four business days.read more
Frequently, clients simply need data. In this case, our client was somewhat sheltered in its product development processes from end customers because it sold through distributors. It literally did not understand who its customers were, why it was being selected, what those customers’ needs were, and how it could improve and gain more wallet share.read more
While we define ourselves as research-based strategy consultants, the “strategy” component is admittedly often not our domain. However, there have been a number of projects in which we act as facilitators in strategic planning meetings, create portions of the strategic growth plan, and/or attend strategic planning meetings to present our research, analysis, and recommendations.read more
A client was well aware that it had a problem. It created the issue by sacrificing quality, and its market share had quickly eroded – dramatically. Management wondered if its legacy and any remaining loyalty plus some major improvements, would be enough to pull it out of its nosedive, or if they would be too little, too late.read more