Growth and new markets
Returning a company that has stalled to growth, and opening new markets for it. With processes and systems able to sustain growth, without costs and complexity rising at the same rate.
When does it help?
- Your core market is saturated
- The product portfolio is ageing and innovating little
- Organisation, processes or systems are no longer adequate
- Growth has increased complexity faster than the ability to manage it
- You want to grow abroad or through acquisitions
Which levers do we work on?
- Organisation: roles, skills, talent to bring in
- Portfolio: launching new products and rationalising outdated ones
- Markets: new countries and new channels, internationalisation
- Processes: a scalable operating model, in which extra volumes, customers and markets do not increase costs and complexity at the same rate
- Acquisitions: growth through acquisitions, with a repeatable integration method
- Data: dashboards on sales, margins, credit and service levels
How do we approach it?
It is a complex engagement: it requires a careful review of the whole organisation and an analysis of the market. We start from the real causes of stagnation, not the symptoms, and build with you a few clear choices: where to grow, with which products, with which organisation. Then we translate them into processes, systems and indicators, and stay through execution.
From our experience
The generics business of an international pharmaceutical group in the Middle East and Africa had stalled and was barely profitable. The relaunch touched everything: an over-broad, poorly positioned portfolio, the culture and talent of the organisation, the supply chain and distributor relationships, exiting unattractive markets, digitalising sales in remote areas, targeted acquisitions of products and licences. Result: double-digit growth, market leadership and profitability tripled.
Where do we start?
With a conversation about your situation: where you have stalled and where you want to go. When growth has outgrown the organisation, the first step is often a process diagnostics.
See also: Post-merger and carve-out · Processes, technology and integration